بررسی تاثیر رهبری متناقض ‌نما بر خلاقیت با نقش میانجی خودکارآمدی خلاقانه و هویت‌ یابی با رهبر و نقش تعدیل ‌گر فشار بار کار و نیاز کارکنان به ثبات شناختی

در عصر کنونی که سازمان ها با محیط رقابتی جهانی روبه رو هستند، نیاز به خلاقیت به‌شدت در فضای کاری احساس می‌شود. سازمان ها برای حرکت در این مسیر پر از چالش و بقا در این فضای رقابتی نباید بر شیوه های قدیمی که قادر به پاسخگویی به نیازهای حال حاضر سازمان نیست پافشاری کرده و باید از شیوه های خلاقانه برای انجام کارها در سازمان استفاده کنند. رهبری متناقض‌نما، یکی از سبک های نوین رهبری که می تواند بر خلاقیت کارکنان تاثیرگذار باشد، از چالش هایی است که مدیران در فضای کاری خود با آن مواجه هستند. تحقیق حاضر ازنظر هدف کاربردی است و به لحاظ ماهیت و روش نیز توصیفی از نوع پیمایشی-تحلیلی است. ابزار گردآوری داده‌ها پرسشنامه بوده و جامعه آماری تحقیق نیز، کارکنان سازمان های دولتی در شهر مشهد هستند. برای تعیین حجم نمونه برای هر گویه 10 پرسشنامه در نظر گرفته شد که بعد از حذف پرسشنامه های ناقص، داده های موردنیاز از 384 نفر به روش تصادفی طبقه ای جمع آوری گردید. برازندگی داده ها با بررسی شاخص های روایی و پایایی ابزار جمع آوری داده، تایید شده سپس به منظور بررسی میزان اثرگذاری متغیرها و آزمون فرضیه های مربوطه از تکنیک مدل‌سازی معادلات ساختاری استفاده شد. درنهایت داده های جمع‌آوری شده با استفاده از تکنیک های آماری تجزیه‌وتحلیل شدند. تمامی فرضیات تحقیق موردسنجش قرار گرفته و تاثیر مثبت رهبری متناقض‌نما بر هویت‌یابی با رهبر و خودکارآمدی خلاقانه، خودکارآمدی خلاقانه بر خلاقیت کارکنان، هویت‌یابی با رهبر بر خلاقیت کارکنان تایید شد. همچنین نقش میانجی گر خودکارآمدی خلاقانه و هویت‌یابی با رهبر در میان فرضیات اثبات شده و فرضیات تعدیل‌گر فشار حجم کار با ضریب تاثیر مثبت و نیاز کارکنان به ثبات شناختی با ضریب تاثیر منفی نیز مورد تایید قرار گرفت و در پایان نیز پیشنهاد‌هایی برای تحقیقات آتی ارائه شد.

investigating the effect of paradoxical leadership on employees’ creativity given the mediation of identification with the leader and creative self-efficacy, and moderation of workload pressure and employees’ need for cognitive stability

in the current era, where organizations face a globally competitive environment, the need for changes and innovative work is strongly felt in the workplace. organizations should not insist on old methods that fail to respond to current organizational needs for survival in this competitive environment and should use new ones to perform their tasks. paradoxical leadership is one of the new leadership styles that can affect the employees’ creativity and is one of the challenges managers face in their work environment. 2- theoretical frameworkparadoxical leadership is defined as &seemingly competing, yet related, behaviors to meet structural and follower demands simultaneously and over time.& employees’ need for cognitive stability is defined as a person’s willingness to give a decisive answer on a given issue and avoid confusion and ambiguity. identification with the leader means the employees’ values are the same as their leaders, are proud to cooperate with their leader, and are upset if their leader is criticized. workload pressure refers to the extent to which employees have to work quickly and have a lot to do. self-efficacy is a constructive ability representing the employees’ cognitive, social, emotional, and behavioral skills to achieve various goals effectively. employees with high creative self-efficacy deal with issues and problems more effectively due to their confidence in their abilities. creativity means using the capabilities of the mind to create a new thought. few persian researchers have investigated the concept of paradox in leadership and organization management and its possible outcomes, such as creativity. 3- methodologythis research is applied in terms of purpose and descriptive-analytical in terms of its nature and descriptive method. the data collection tool is a questionnaire, and the statistical population of the research is the employees of government organizations in mashhad. to determine the sample size, ten questionnaires were considered for each item, and after removing the incomplete questionnaires, the required data were collected from 384 people by stratified random method. the appropriateness of the data was determined by checking its validity and reliability. then, the structural equation modeling technique was used to test the research hypotheses. 4- results discussionall hypotheses were tested and confirmed, including the positive impact of paradoxical leadership on identifying with the leader and creative self-efficacy, creative self-efficacy on employee creativity, and identifying with the leader on employee creativity. the mediating roles of creative self-efficacy and identifying with the leader were also proven, and the positive moderation of work pressure and the negative moderation of employees’ need for cognitive stability were also confirmed. 5- conclusions suggestionsconsidering the significant impacts that creativity may have on the improvement of organizational processes, one of the most important points that should be considered is the development of a security culture in the workplace. to create this environment, managers can take actions, such as encouraging cooperation and interaction between employees, creating a safe space for expressing creative ideas, holding training courses to strengthen creativity, positive evaluation, and providing rewards for creative performance, etc. considering that contradictory leadership can be effective on creative self-efficacy and identification with the leader, managers should be able to create a balance between conflicting behaviors and have sufficient expertise in achieving goals. considering the positive relationship between paradoxical leadership and identification with the leader, organizations should prioritize strong relationships between leaders and employees by providing opportunities for employees to get to know their leaders and feel connected to them. finally, it is suggested that the managers find out about the employees’ need for cognitive closure and treat the employees accordingly.