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Synopsis on: Thriving at Work: How a Paradox Presented by: Group ‘A

Mindset Influences Innovative Work Behavior

Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior

Yanjun Liu, Shiyong, & Bainan Zhang, The Journal of Applied Behavioral Science, 1-20, 2019.
Introduction: In today's business environment, organizations rely on employees' innovative
behavior to adapt to change and remain competitive. However, individuals are not always
motivated to engage in innovative behaviors due to tensions and paradoxes they face. This study
explores the impact of a paradox mindset on employees' innovative work behavior. The
researchers propose that a paradox mindset leads to thriving at work, which in turn motivates
individuals to engage in innovative behaviors. Additionally, the study examines the moderating
role of leaders' paradox mindset on these relationships. By investigating the psychological
processes and contextual factors influencing innovative behavior, this study contributes to our
understanding of how employees navigate paradoxes in the workplace.
Purpose: The purpose of this paper is to explore the impact of paradox mind-set influencing on
innovative work behavior of employees.
Literature review: The study suggests that employees who possess a paradox mindset are more
likely to engage in innovative behaviors by recognizing and accepting contradictory forces.
Furthermore, having a paradox mindset promotes thriving at work, which leads to increased
innovative behaviors. The study hypothesizes that there is a positive relationship between
employees' paradox mindset and both their innovative work behavior and thriving at work.
Thriving at work acts as a mediator between employees' paradox mindset and their innovative
work behavior. It involves self-regulation based on emotions and personal growth. The study
proposes that thriving at work enhances individuals' problem-solving abilities, motivation, and
creative thinking, thereby promoting innovation.
The study also examines the role of leaders' paradox mindset as a moderator in the relationship
between employees' paradox mindset and thriving at work. Leaders with a strong paradox
mindset provide support and resources to help employees navigate paradoxes, thereby
strengthening the positive relationship between employees' paradox mindset and thriving at
work.
Research Methodology: The study was conducted in China, involving 11 companies from
various industries. The sample consisted of supervisors and subordinates. Questionnaires were
distributed to employees at Time 1, including demographic variables, paradox mindset, and
thriving at work. After a 3-week gap (Time 2), supervisors evaluated their own paradox mindset
and their subordinates' innovative work behavior. Trained researchers collected the
questionnaires, resulting in a response rate of 85.03% for employees and 94.74% for supervisors.
Findings: Table 1 shows the measurement model that specifies five distinct factors to test the
employee proactivity, paradox mentality, thriving at work behavior, and leaders' paradox

Rasmita Tandukar, Bibhuti Dhakal, Nikita Dahal, Aayusha Maharjan

mindset. Confirmatory factor analysis was done using Mplus 7.0, as shown in Table 1. The five-
factor model that was postulated fit the data very well.
Detailed Analysis: Table 2 shows the averages, standard deviation, correlations between
variables, and reliability coefficients for this investigation. Flourishing at work is positively
related with employee's paradox mindset and leaders' paradox mindset (r=.34, p.01).
Hypothesis Test: Table 3 shows that employees' paradox mindset is positively connected with
innovative work behavior and flourishing at work, which also suggests that when employees
have a strong paradox mindset, they are more likely to be inventive.
Discussion: This study examined how and when a paradox mindset promotes employees’
innovative behavior. Our findings indicate that employees’ paradox mindset is positively related
to their innovative behavior through thriving at work. Furthermore, leaders’ paradox mindset
strengthens the positive influence of employees’ paradox mindset on their innovative behavior.
Practical Implications: This study offers practical implications for promoting employees'
innovative work behavior. Managers should embrace a paradox lens when approaching
innovation and recruit employees with a paradox mindset. Reinforcing employees' ability to
tolerate tensions through experiential learning activities is important. Additionally, prioritizing
employees' thriving at work through job design, autonomy, and growth opportunities enhances
their innovative behaviors. Developing leaders' paradox mindset through training and fostering
an ambidextrous organizational culture also supports organizational innovation. By embracing
paradox, nurturing thriving, and cultivating paradoxical leaders, organizations can foster
innovation and gain a competitive edge.
Conclusion: this study highlights the positive impact of a paradox mindset on employees'
innovative work behavior. Having a paradox mindset promotes thriving at work, which
motivates individuals to engage in innovative behaviors. Leaders' paradox mindset further
strengthens the relationship between employees' paradox mindset and their innovative behavior.
These findings provide practical implications for organizations to foster innovation by recruiting
employees with a paradox mindset, creating a supportive work environment, and developing
leaders' ability to embrace paradoxes. Future research could explore cross-cultural aspects and
further investigate the mixed outcomes of a paradox mindset.
Limitations and Research Directions: Future research should address the limitations of the
present study by employing experimental and longitudinal designs, exploring additional
mediators, considering other contextual factors, and examining the role of experienced tensions.
Cross-cultural studies and investigations into the positive and negative consequences of a
paradox mindset are also important. Longitudinal research can shed light on the dynamic effects
of a paradox mindset on thriving and innovative behaviors. Additionally, studying leaders'
paradox mindset and their coping strategies, as well as how women leaders navigate agency-
communion tensions, can provide valuable insights.

Rasmita Tandukar, Bibhuti Dhakal, Nikita Dahal, Aayusha Maharjan