Job Crafting Through the Lens of Paradoxical Leadership: The Role of Positive Psychological Capital and Promotive Voice

This study examines the relationships among paradoxical leadership, positive psychological capital, promotive voice, and job crafting. This study proposes and tests a mediation framework in which positive psychological capital and promotive voice link paradoxical leadership to job crafting. Higher levels of positive psychological capital, comprising hope, efficacy, resilience, and optimism, in turn stimulate promotive voice, which encourages employees to proactively reshape their jobs. Paradoxical leadership and job crafting are conceptually connected through their shared emphasis on navigating complexity, flexibility, and proactive adaptation in contemporary organizations. Empirical evidence indicates that paradoxical leadership is positively associated with positive psychological capital and job crafting, and that both positive psychological capital and promotive voice independently mediate the relationship between paradoxical leadership and job crafting. These findings reveal that paradoxical leadership is linked to job crafting not only by strengthening employees’ internal psychological resources but also by encouraging proactive voice behavior. Therefore, investigating the relationship between paradoxical leadership and job crafting not only advances leadership, but also offers actionable insights for organizations seeking to enhance flexibility, innovation, and sustainable performance through leadership practices that empower employees to actively craft their jobs.