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Paradoxical leadership and team outcomes: the mediating role of team emotional dissonance and the moderating role of individual psychological safety

authorProfile.emailhannah.benninger@web.de
datacite.subject.fosCiências Sociais::Economia e Gestão
dc.contributor.advisorBorges, Andreia
dc.contributor.authorBenninger, Hannah Maria
dc.date.accessioned2026-04-24T09:04:17Z
dc.date.available2026-04-24T09:04:17Z
dc.date.issued2026-01-12
dc.date.submitted2026-01-12
dc.description.abstractModern organizations operate in complex environments, where leaders must continuously navigate opposing expectations. We investigated how and under which conditions, paradoxical leadership enhances team performance. Survey data from 70 team members at DZ BANK – New York Branch show that paradoxical leadership has neither direct nor indirect effects on team performance via team emotional dissonance or team satisfaction, and individual psychological safety does not moderate this relationship. However, team satisfaction strongly predicts team performance. Overall, the findings suggest that paradoxical leadership may primarily affect cognitive rather than emotional team processes. Theoretical and practical implications are discussed.eng
dc.identifier.tid204238382
dc.identifier.urihttp://hdl.handle.net/10362/202513
dc.language.isoeng
dc.relationUID/ECO/00124/2013
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectParadoxical leadership
dc.subjectTeam emotional dissonance
dc.subjectIndividual psychological safety
dc.subjectTeam performance
dc.subjectTeam satisfaction
dc.subjectSocial exchange theory
dc.titleParadoxical leadership and team outcomes: the mediating role of team emotional dissonance and the moderating role of individual psychological safetyeng
dc.typemaster thesis
dspace.entity.typePublication
thesis.degree.nameA Work Project, presented as part of the requirements for the Award of a Master’s degree in Management from the Nova School of Business and Economics

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