Organizational systems are drenched in tensions and paradoxes. For a leader, addressingandengaging those tensions in constructive ways may unlock greater benefits for the followers, teamsand the organization at large. A leader with a paradox mindset successfully deals withcontradictory yet interdependent demands with their paradoxical thinking. The research aimwasbe to examine the paradoxical leadership effect as a double-edged sword on organizational
citizenship behavior and inertia among nurses. Settings: The study was conducted at three selectedMinia University Hospitals. Subjects: representative sample of 30% from all nurses (total no260nurses). Results: Regarding paradoxical leadership, it was noted that near to three quarter of headnurses from nurses’ perception had moderate level. Near to half of nurses had moderate level andnear to half had high level of total OCB. Also, less than two thirds of nurses had lowlevel oforganizational inertia. There was highly statistical significant positive correlation betweennurse’sperception bout paradoxical leadership with nurses OCB. While, there was statistical significant
negative correlation between nurse’s perception bout paradoxical leadership andnursesorganizational inertia. Conclusion: the study portrays a nursing staff that is generally well-led(good paradoxical leadership) and operates with a high degree of positive behaviors (goodOCB)and an admirable willingness to embrace change (low organizational inertial). Recommendation:
Provide training that specifically addresses the paradoxical nature of leadership for head nurses andhow to adjust their style based on the situation and individual needs while maintainingcoreprinciples. |
