by Muhammad Tasnim Khan|PhD Scholar | Dr Hasan Murad School of Management
A groundbreaking study published in the Leadership and Organization Development Journal examines the influence of paradoxical leadership on employee transformative learning in higher education institutions (HEIs). Muhammad Tasnim Khan, a PhD scholar at HSM, University of Management and Technology, and collaborators delve into how leadership approaches foster transformative learning through cognitive and ethical mechanisms.
The study reveals that paradoxical leadership that recognizes that success often lies in integrating opposites rather than choosing one over the other has a positive and significant impact on transformative learning. This relationship is mediated by the development of a paradoxical mindset, which enables employees to navigate organizational tensions effectively. Additionally, employees' moral values significantly enhance the influence of paradoxical leadership on cultivating a paradoxical mindset, though their moderating effect on the link between mindset and transformative learning was found to be insignificant.
Through data collected from 411 faculty members across HEIs in Pakistan, the research highlights the vital role of paradoxical leadership in fostering adaptability and learning in complex educational environments. Organizations, especially HEIs, are encouraged to adopt paradoxical leadership styles and promote a paradoxical mindset among employees to enhance their ability to manage contradictions and drive transformative learning outcomes.
This study provides invaluable insights for leaders and policymakers in higher education, offering strategies to align leadership approaches with the cognitive and ethical dimensions of organizational learning. By doing so, institutions can create environments conducive to transformative learning and innovation.
For a deeper dive, check out the full study in the Leadership and Organization Development Journal.