How Paradoxical Leadership Influences Employees’ Innovation Behavior: Based on Person-Environment Fit Theory Perspective

Purpose Although many studies have explored the effects of paradoxical leadership on the innovation behaviors of enterprise employees, few studies address the innovation behavior of employees in pharmaceutical enterprises. Therefore, this study draws on the person-environment fit theory to investigate whether paradoxical leadership in pharmaceutical enterprises affects employees’ innovation behaviors through innovation self-efficacy （ISE） and the moderating role of leadership member exchange（LMX). Methods Using the Paradoxical Leadership Scale, the Innovation Behavior Scale, the Innovation Self-efficacy Scale, and the Leadership member Exchange Scale, a questionnaire survey was conducted with a total of 303 valid data from employees of pharmaceutical enterprises in the Pearl River Delta region, Jiangsu-Zhejiang-Shanghai areas within China. Results (1) Paradoxical leadership positively affects the innovation behavior of employees in pharmaceutical enterprises; (2) ISE mediates the relationship between paradoxical leadership and employees’ innovation behaviors; (3) LMX has a moderating effect between paradoxical leadership and employee ISE; and paradoxical leadership has an indirect effect on employees’ innovation behavior indirectly. Conclusion Leaders in pharmaceutical enterprises should strengthen paradoxical leadership to enhance employees’ ISE and thus improve their innovation behaviors.