Strategic Leadership for Adaptive Performance: The Roles of Learning Culture, Psychological Safety, and Self-Leadership

Abstract

The study investigated the effect of paradoxical leadership and learning culture on adaptive performance with psychological safety as a moderating variable and the moderating role of self-leadership. The model was tested based on paradox theory and social cognitive theory, with the techniques of PLS-SEM. It was found that the effects of paradoxical leadership and learning culture on psychological safety and adaptive performance were significant. The relationships were mediated by psychological safety, which was established as a central explaining factor. The relationship between psychological safety and adaptive performance was positively moderated by self-leadership, suggesting that those employees who have higher self-regulation could turn psychological safety into adaptive performance better. The model proved reliable, valid, explanatory and predictive. The results from this study continue the body of knowledge on leadership and learning and provide insights into how to enhance adaptability in knowledge-intensive service industries which have to deal with uncertainty and rapid change.