Investigating the Effect of Employees Paradox Mindset on Innovative Work Behavior: Mediating Role of Leaders Paradox Mindset

Abstract

The effect of employees' paradox mindset on creative work practices is examined in this study, with leaders' paradox mindset acting as a mediating mechanism in Kabul, Afghanistan's private commercial banks. The study uses a logical and quantitative research approach under a pragmatic research philosophy, acknowledging the dynamic and complex nature of organizational realities, and draws on innovation literature and paradox theory. Employees and executives at a few Kabul-based private banks were given a standardized survey questionnaire. Around 750 people (N = 750) who worked for particular commercial banks in a high-pressure, quickly evolving financial environment made up the target group. The study intends to investigate how innovative work behavior is facilitated by employees' capacity to accept and handle conflicting demands, and how this link is further reinforced by leaders' paradox mindset. To test the suggested hypotheses and mediation model, data were analyzed statistically. It is anticipated that the results will offer empirical insights into how paradoxical thinking promotes innovation in the banking industry at the leadership and staff levels. The study offers useful implications for leadership development and innovation management in emerging economies, while also adding to the expanding body of research on paradox mindset and innovation.

Keywords: Employees Paradox Mindset, Leaders Paradox Mindset, Innovative Work Behavior.