This research aims to determine the effect of paradoxical leadership perception on proactive work behaviour by addressing the question 'Do paradoxical leaders influence individuals' proactive work behaviour?'. The study was designed on the basis of the theories of social exchange and leader-member exchange. Within the scope of the research, the data obtained from 734 teachers by survey method were analysed through SPSS 29 and AMOS 24. Results show the positive and statistically significant effects of paradoxical leadership perception on voice behaviour, individual innovation, taking charge and problem prevention. The results are discussed within the context of related theories and previous literature. This study contributes to the literature and creates a discussion ground for future studies, as well as provides important implications for practitioners in the education sector.
YILMAZ et al. (Thu,) studied this question.