Abstract:
This study explores the role of Paradoxical Leadership in enhancing employee
performance within the textile industry. By emphasizing the importance of leaders
navigating contradictions and embracing seemingly conflicting strategies, the research
aims to establishes a connection between paradoxical leadership and increased employee
performance. Furthermore, the study also aims to explore the mediating role of employee
resilience. Additionally, the research extends its focus to the role of psychological safety
as a mediator between employee resilience and employee performance.
Utilizing a questionnaire- based survey approach, data was gathered from 221 employee
working in different textile organizations. The research hypothesis posited that
paradoxical leadership would significantly elevate in-role job performance among
employees, thereby contributing to the deeper understanding of leadership styles within
textile sector. This study provides theoretical implications for leadership styles within the
textile sector, introducing a novel contribution to existing literature by highlighting the
significance of multifaceted approaches. The study calls for leaders to not only adopt
paradoxical leadership styles but also to cultivate psychological safety, recognizing it as
a critical component for optimizing the impact of employee resilience initiatives on
overall performance.
