The role of paradoxical leadership in influencing followers to deal with multiple contradictory demands

Mazid, Tasfia (2025) The role of paradoxical leadership in influencing followers to deal with multiple contradictory demands. PhD thesis, University of Glasgow.

Abstract

Paradoxes have become increasingly prominent and unavoidable in contemporary organisational life. Paradox refers to the simultaneous existence of contradictory yet interdependent elements that persist over time. Rather than problems to be solved, paradoxes represent tensions that need to be managed. Therefore, practising paradoxical leadership is necessary for leaders, especially future leaders, as it may unlock benefits for their followers. Paradoxical leadership refers to a leadership approach that embraces and effectively manages tensions, contradictions, and uncertainties within the workplace.

There is extensive research on paradox and paradoxical leadership. However, how organisational leaders navigate and manage paradoxes by employing paradoxical leadership and influencing followers to deal with them has been overlooked. This research addresses this gap by analysing the role of paradoxical leadership in influencing followers to navigate paradoxes. Accordingly, the main research question guiding this thesis is: What are the global applications of paradox theory through paradoxical leadership? To analyse this question, this research addressed two sub-research questions: How do leaders and followers make sense of and navigate paradoxes in their work? This is qualitative research. To analyse paradoxical leadership, I drew on paradox theory and conducted 35 in-depth, semi-structured interviews with managers and team members from four multinational clothing companies in Bangladesh.

The findings of this research reveal several perceived sources of paradoxes within organisational settings. Additionally, this research identifies that Bangladeshi organisational culture plays a role in creating paradoxes. In exploring how leaders and followers navigate paradoxes, the research identifies several ways to manage these paradoxes. Furthermore, the research analyses the impact of paradoxical leadership on leaders themselves, revealing both enabling and constraining effects. This research offers both theoretical and practical contributions. Theoretically, it advances paradox theory by clarifying the lexicon through which paradoxes are addressed and uncovering the dynamic, cyclical processes by which paradoxes are navigated. It extends the literature by incorporating perspectives from the Global South, highlighting the influence of culture and paradoxes—an area often overlooked in existing studies. Practically, this research provides actionable insights for leaders, followers, and organisations. It underscores the importance of practising paradoxical leadership and fostering a culture of open communication to support leaders and followers in navigating paradoxes. By viewing paradoxes as opportunities rather than obstacles, organisations can enhance innovation, adaptability, and resilience.

• Item Type: Thesis (PhD)
• Qualification Level: Doctoral
• Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
• Colleges/Schools: College of Social Sciences > Adam Smith Business School
• Supervisor's Name: Dudau, Professor Adina and Offord, Dr. Matt
• Date of Award: 2025
• Depositing User: Theses Team
• Unique ID: glathesis:2025-85606
• Copyright: Copyright of this thesis is held by the author.
• Date Deposited: 24 Nov 2025 09:10
• Last Modified: 24 Nov 2025 09:18
• Thesis DOI: 10.5525/gla.thesis.85606
• URI: https://theses.gla.ac.uk/id/eprint/85606