Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment.

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S. Azazz" }, { "@type": "Person", "name": "Tamer Ahmed Abdulaziz" }, { "@type": "Person", "name": "Sameh Fayyad" } ], "publisher": { "@type": "Organization", "name": "F1000Research", "logo": { "@type": "ImageObject", "url": "https://f1000research.com/img/AMP/F1000Research_image.png", "height": 480, "width": 60 } }, "image": { "@type": "ImageObject", "url": "https://f1000research.com/img/AMP/F1000Research_image.png", "height": 1200, "width": 150 }, "description": " Background This study delves into the intricate interplay among paradoxical leadership (PL), employees’ proactive work behaviour (PAB), and perceived psychological contract fulfilment (PPCF). PL, characterized by its simultaneous emphasis on apparently contradictory behaviours, has garnered attention due to its potential to foster innovation, adaptability, and creativity. The study’s main objective is to thoroughly explore the complexities of PL, its influence on PAB, and whether the PPCF serves as a mediator. Methods A survey was distributed to 338 hotel and travel agency employees to gather data. The data was analysed using structural equation modelling through a SmartPLS program. Results The results reveal a positive correlation between PL and PAB. Additionally, PPCF partially mediates this relationship, indicating its vital role in exploring the positive impact of PL on boosting proactive behaviours. Conclusions This research brings forth meaningful contributions to both theoretical and practical dimensions. Theoretically, it enhances our comprehension of how PL manifests in the distinctive landscape of the hospitality and tourism domain, substantiating its potential to drive proactive behaviours among employees. The mediation of PPCF enriches our grasp of the underlying mechanisms, accentuating the significance of maintaining harmonized and consistent leadership practices. From a practical vantage point, these findings offer valuable insights for hospitality and tourism establishments aspiring to optimize their leadership strategies for cultivating proactive work behaviour among their workforces. " } { "@context": "http://schema.org", "@type": "BreadcrumbList", "itemListElement": [ { "@type": "ListItem", "position": "1", "item": { "@id": "https://f1000research.com/", "name": "Home" } }, { "@type": "ListItem", "position": "2", "item": { "@id": "https://f1000research.com/browse/articles", "name": "Browse" } }, { "@type": "ListItem", "position": "3", "item": { "@id": "https://f1000research.com/articles/13-622", "name": "Paradoxical Leadership and Employee Proactive Work Behavior: Exploring..." } } ] } Home Browse Paradoxical Leadership and Employee Proactive Work Behavior: Exploring... ALL Metrics - Views Downloads Get PDF Get XML Cite How to cite this article Elshaer I, Azazz AMS, Abdulaziz TA and Fayyad S. Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.12688/f1000research.144963.2 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. Close Copy Citation Details Export Export Citation Sciwheel EndNote Ref. Manager Bibtex ProCite Sente EXPORT Select a format first Track Share ▬ ✚ Research Article Revised Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] Ibrahim Elshaer https://orcid.org/0000-0002-7800-0428 1,2 , Alaa M. S. Azazz 3,4 , Tamer Ahmed Abdulaziz https://orcid.org/0009-0007-3638-3997 5 , Sameh Fayyad https://orcid.org/0000-0001-6947-3146 1,6 Ibrahim Elshaer https://orcid.org/0000-0002-7800-0428 1,2 , Alaa M. S. Azazz 3,4 , Tamer Ahmed Abdulaziz https://orcid.org/0009-0007-3638-3997 5 , Sameh Fayyad https://orcid.org/0000-0001-6947-3146 1,6 PUBLISHED 22 Oct 2024 Author details Author details 1 Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia, Ismailia Governorate, 41522, Egypt 2 Department of Management, College of Business Administration, King Faisal University, Al Ahsa, Eastern Province, 380, Saudi Arabia 3 Tourism Studies Department Faculty of Tourism and Hotels, Suez Canal University, Ismailia, 41522, Egypt 4 Department of Tourism and Hospitality,Arts College, King Faisal University, Al Ahsa, Saudi Arabia 5 Tourism Studies Department, High Institute for Tourism and Hotels, 6th of October City, 12563, Egypt 6 Hotel Management Department,Faculty of Tourism and Hotels, October 6 University, Giza, 12573, Egypt Ibrahim Elshaer Roles: Conceptualization, Project Administration, Supervision, Writing – Original Draft Preparation, Writing – Review & Editing Alaa M. S. Azazz Roles: Funding Acquisition, Methodology, Software, Validation Tamer Ahmed Abdulaziz Roles: Data Curation, Formal Analysis, Writing – Original Draft Preparation Sameh Fayyad Roles: Investigation, Methodology, Resources, Writing – Original Draft Preparation, Writing – Review & Editing OPEN PEER REVIEW DETAILS REVIEWER STATUS Abstract Background This study delves into the intricate interplay among paradoxical leadership (PL), employees’ proactive work behaviour (PAB), and perceived psychological contract fulfilment (PPCF). PL, characterized by its simultaneous emphasis on apparently contradictory behaviours, has garnered attention due to its potential to foster innovation, adaptability, and creativity. The study’s main objective is to thoroughly explore the complexities of PL, its influence on PAB, and whether the PPCF serves as a mediator. Methods A survey was distributed to 338 hotel and travel agency employees to gather data. The data was analysed using structural equation modelling through a SmartPLS program. Results The results reveal a positive correlation between PL and PAB. Additionally, PPCF partially mediates this relationship, indicating its vital role in exploring the positive impact of PL on boosting proactive behaviours. Conclusions This research brings forth meaningful contributions to both theoretical and practical dimensions. Theoretically, it enhances our comprehension of how PL manifests in the distinctive landscape of the hospitality and tourism domain, substantiating its potential to drive proactive behaviours among employees. The mediation of PPCF enriches our grasp of the underlying mechanisms, accentuating the significance of maintaining harmonized and consistent leadership practices. From a practical vantage point, these findings offer valuable insights for hospitality and tourism establishments aspiring to optimize their leadership strategies for cultivating proactive work behaviour among their workforces. READ ALL READ LESS Keywords Paradoxical leadership; proactive behavior; hotel industry; tourism industry; psychological contract. Corresponding Author(s) Ibrahim Elshaer ( [email protected] ) Close Corresponding author: Ibrahim Elshaer Competing interests: No competing interests were disclosed. Grant information: This work was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific Research, King Faisal University, Saudi Arabia (Grant A167) The funders had no role in study design, data collection and analysis, decision to publish, or preparation of the manuscript. Copyright: © 2024 Elshaer I et al . This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. How to cite: Elshaer I, Azazz AMS, Abdulaziz TA and Fayyad S. Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.12688/f1000research.144963.2 ) First published: 11 Jun 2024, 13 :622 ( https://doi.org/10.12688/f1000research.144963.1 ) Latest published: 22 Oct 2024, 13 :622 ( https://doi.org/10.12688/f1000research.144963.2 ) Revised Amendments from Version 1 The entire paper has been proofread; the research purpose and objectives were added and highlighted in the introduction section, the study variables were highlighted in the introduction section, the theoretical contributions is clearly articulated, the managerial suggestions was strengthening. A limitation and future study opportunity section was added at the end on the manuscript. The entire paper has been proofread; the research purpose and objectives were added and highlighted in the introduction section, the study variables were highlighted in the introduction section, the theoretical contributions is clearly articulated, the managerial suggestions was strengthening. A limitation and future study opportunity section was added at the end on the manuscript. See the authors' detailed response to the review by Yuping Dai See the authors' detailed response to the review by Marymagdaline Enow Mbi Tarkang Mary READ REVIEWER RESPONSES 1. Introduction The tourism and hospitality sector has been significantly shocked by the COVID-19 pandemic, presenting a range of challenges for businesses and hotels due to decreased global mobility ( Raki et al., 2021 ). In order to survive, firms and hotels have focused on short-term gains, which has sometimes resulted in questionable practices that put consumer well-being at risk ( He and Harris, 2020 ). Providing innovative products and services to meet the diverse demands of customers is crucial for success in the highly competitive tourism and hospitality industry ( Horng et al., 2016 ). Employee creativity and proactivity play a main significant key role in an organization’s competitive advantage, and therefore, companies should seek to increase employee proactivity to gain an edge ( Horng et al., 2016 ). Saleem et al., (2023) found that job agility, reorganization, and heiproactiveands entail a proactive behavior from individuals, presenting significant opportunities for high performance in organizations. Callanan et al. (2017) emphasized that significant structural changes in organizational settings necessitate a relatively high level of employee contribution, knowledge, initiative, and proactivity. As a result, there is now a greater dependence on proactive employee behaviors (PAB) ( Matsuo, 2022 ) in response to these changes. In the hospitality and tourism business, which is both highly competitive and constantly changing, employees must display proactive work behavior to fulfill the evolving demands of customers and the industry ( Wang and Yang, 2021 ). Proactive work behavior (PAB) involves taking initiative and engaging in self-starting actions to enhance work performance and contribute to a corporation’s success ( Hou and Huang, 2021 ). This behavior includes anticipating, identifying, and acting on opportunities or challenges before being prompted or asked to do so ( Bilal et al., 2021 ). Proactive employees exhibit characteristics such as taking responsibility, suggesting innovations, seeking feedback, and exceeding job requirements to achieve goals ( Cui and Li, 2021 ). According to Bilal et al. (2021) , employees who display proactive work behavior take the initiative to identify and address problems, propose innovative solutions, and actively seek opportunities for improvement. Wu et al. (2018) have conceded that proactive work behavior is advantageous for corporations as it leads to increased organizational effectiveness, innovation, and performance. ZHANG et al. (2022) found that PAB is associated with positive results such as enhanced job performance, creativity, job satisfaction, and career success. Proactive work behavior is particularly crucial in the hospitality and tourism business, where customer demands and market trends are constantly changing ( Wang and Yang, 2021 ). Soomro et al. (2016) indicated that employees who exhibit proactive behavior can anticipate and respond to changing customer needs, identify service improvement opportunities, and further contribute to the corporation’s competitiveness and success. PL is a style of leadership that involves interrelated yet seemingly competing behaviors to highlight competing workplace pressures over time and simultaneously ( Volk et al., 2022 ). According to Zhang et al. (2021) , PL has gained extensive consideration in recent years due to its effectiveness in managing complex environments and dealing with organizational paradoxes. Amason (1996) emphasized that leaders who practice PL integrate opposing behaviors rather than choosing one over the other to navigate contradictory demands. This leadership style requires leaders to balance competing priorities, perspectives and approaches to achieve desired outcomes ( Derksen et al., 2019 ). Research indicates that PL can have positive consequences on various outcomes, including leaders’ task performance, adaptive performance of employees, and employee task performance ( Chen et al., 2021 ; Zhang et al., 2021 ; Li and Ding, 2022 ). Derksen et al. (2019) point out that PL can enhance employee task performance by strengthening employees’ sense of responsibility, motivation, and engagement. In the hospitality and tourism industry, where managing competing demands, adaptability, and flexibility are essential, it can argue that PL may play a significant role in encouraging PAB among employees ( Qiang et al., 2023 ). By balancing competing demands and embracing contradictions, leaders who practice PL can create an environment that encourages employees to take the initiative, think innovatively, and proactively contribute to the organization’s success ( Zhang et al., 2022a ). This may also enhance PPCF. PPCF refers to the degree to which employees feel that their company appreciates their inputs and contributions and consequently prioritizes their well-being ( Yu, 2022 ). When employees believe that their expectations are being met and that their employer values their contributions, they are more likely to exhibit proactive behaviour and engage in discretionary activities that have value to the organization ( Topa et al., 2022 ). The psychological contract is an unwritten concept that describes employees’ expectations and beliefs about what they will receive from their employer in exchange for their contributions ( Patrick, 2008 ). These expectations may include job security, opportunities for development and advancement, fair treatment, recognition, and a positive work environment ( Wu and Chen, 2015 ). In the tourism and hospitality industry, perceived psychological contract fulfilment is particularly crucial because it plays a significant role in shaping employees’ attitudes and behaviours at the workplace ( Yu, 2022 ), which can ultimately impact the quality of service provided to customers. Based on what has been presented above, we can argue that paradoxical leaders strive to satisfy employees’ psychological contract expectations to motivate them to engage in proactive behaviors. Accordingly, the purposes of the study are to practically investigate 1) the relationship between PL and PAB, 2) the impact of PL on PPCF, 3) the correlation between PPCF and PAB, and the potential mediating role of PPCF in the relationship between PL and employee PAB in the hospitality and tourism business. Concepts from social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees’ work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfills its commitments. Therefore, social cognitive theory was adopted to justify the connection between PL and PAB, psychological contract theory was used to link PL and PPCF, and social exchange theory was used to determine the relationship between PPCF and PAB. How these theories are used will be explained in detail in the literature review section. 2. Theoretical concepts and development of hypotheses 2.1 PL and PAB PL refers to a leadership style that focuses on skillfully managing the inherent paradoxes within leadership and/or organizations ( Julmi, 2021 ). It is characterized by leader actions that appear to be in competition with each other yet are interconnected both concurrently and across time ( Sparr et al., 2022 ). In other words, paradoxical leaders are able to balance competing demands and find creative solutions to complex problems. PL is envisioned as a developing viewpoint aimed at comprehending how leaders assist followers in navigating paradoxes ( Zhang and Han, 2019 ). PL is a relatively new concept in leadership research, and it has attracted increasing attention in recent years. One of the key features of PL is handling paradoxes and tensions inherent in leadership and organizations by using seemingly competing yet interrelated behaviors to make choices that do justice to both sides of the coin. It can be used as a sense giving tool for fostering readiness for change and performance oriented towards change, and it involves the ability to enact these behaviors simultaneously and over time ( Zhang et al., 2015 ; Miron-Spektor et al., 2018 ; Sparr et al., 2022 ), some of the paradoxes that paradoxical leaders may need to manage include the following: Balancing accountability with rapport: Leaders must find a equilibrium between upholding accountability and nurturing positive relationships. Prioritizing rapport without enforcing accountability can hinder achieving peak performance ( Boemelburg et al., 2023 ). Balancing autonomy with monitoring: Leaders must allow their teams to have autonomy, yet they must also monitor their employees ( Julmi, 2021 ). Balancing control with autonomy: Leaders needs to balance the need for control and direction with the need for empowerment and autonomy ( Julmi, 2021 ). The majority of studies on PL have concentrated on its favorable impact within organizations, leading to enhancements in various areas such as performance, creativity, commitment, competitiveness, workplace environment, and career success, as demonstrated by different researchers ( Amason, 1996 ; Smith, 2014 ; Knight and Harvey, 2015 ; Knight and Paroutis, 2017 ; Derksen et al., 2019 ). Moreover, studies have demonstrated that PL yields favorable outcomes for employees, including enhanced work attitudes, heightened work engagement, improved work role performance, increased creativity, and more innovative behaviors, as documented by multiple researchers ( Zhang et al., 2015 , 2022a ; Garg, 2016 ; Fürstenberg et al., 2021 ; Yang et al., 2021 ). In essence, due to its effectiveness in navigating the complex environments faced by contemporary organizations, PL has widely been regarded as a potent leadership style ( Zhang et al., 2015 ; Miron-Spektor et al., 2018 ). Paradoxical leadership entails balancing five dimensions that integrate opposing behaviors, focusing on harmonizing competing demands rather than choosing between them ( Zhang et al., 2015 ). Effective paradoxical leaders must blend self-centeredness with other centeredness, maintain a balance between distance and closeness, treat employees uniformly while allowing for individualization, enforce work requirements while allowing flexibility, and retain decision control while fostering autonomy ( Stynen and Semeijn, 2023 ). These dimensions encompass central aspects such as shared leadership, hierarchical differences, harmony between uniformity and individuality, and the balance between control and empowerment in the workplace ( Hahn and Knight, 2021 ). The minority of research on PL has studied its influence on employee Proactive Work Behavior (PAB). In our paper, we suggest a positive relationship between PL and PAB based on its beneficial impact on different aspects of employees work attitudes and performance. PAB can be defined as “the act of taking initiative to improve current circumstances or create new ones, challenging the status quo instead of passively adapting to present conditions ( Bilal et al., 2021 ). It encompasses self-starting work behavior, implementing changes, and taking action to achieve goals ( Parker et al., 2010 ). Proactive behavior refers to an employee taking initiative in bringing about self-directed and future-focused changes in their work environment or job responsibilities ( Cui and Li, 2021 ). According to this definition, proactive behavior is characterized by three characteristics: “self-initiation, future focus, and change orientation”. Grant and Ashford (2008) illustrated that when employees are proactive at work, they Think, observe, strategize, fore-cast, and proactively act. According to Urbach ( Urbach et al., 2021 ), the PABs are differentiated by various types such as personal initiative, taking charge, voice, and individual innovation. Essentially, research has consistently revealed significant correlations between PABs and individual characteristics, such as cognitive ability and self-efficacy, as well as job characteristics, such as job control, and organizational factors, such as leadership that promotes transformation and an organizational environment that encourages change and forgives mistake ( Fay and Hüttges, 2017 ; Strauss et al., 2017 ; Zacher et al., 2019 ). As mentioned previously, there is no studies that examined a direct relationship between PL and PAB in the field of tourism and hospitality, but there are some studies that tested the rapport between PL and PAB indirectly and in other fields other than tourism and hospitality. some of the relevant papers are as follows. Sparr et al. (2022) have proposed that PL improves employee task performance by strengthening their proactivity. A study by Kundi et al. (2023) have indicated that PL exerts both immediate and mediated impacts on employee performance. This encompasses job performance within designated roles, alongside supplementary behaviors like innovative work conduct and expressing opinions. These effects are predominantly channeled through employee work engagement. A study by He and Yun (2022) has suggested that PL significantly contributes to positive outcomes in terms of unethical pro-supervisor behavior. The connection between PL and immoral pro-supervisor actions is partly intermediated by the supervisor-subordinate dynamic. According to social cognitive theory, the behavioral patterns of leaders, directly impact how employees assess situations and form expectations, leading them to identify and support their leaders. Moreover, the emotional states and attitudes of leaders have a significant effect on the job performance of employees ( Volk et al., 2022 ). PL influences how PAB through various aspects such as inclusivity and equity, balanced relationships, uniformity with flexibility, clarity with leeway, and control with autonomy, fostering increased proactive involvement ( Qiang et al., 2023 ). Drawing from the social cognitive theory, it is suggested that employees often imitate the actions of their leaders ( Bandura, 1978 ). Therefore, when leaders emphasize and demonstrate empathy and thoughtfulness, it can serve as a stimulant, motivating employees to engage proactively in their tasks ( Hoch et al., 2018 ). Based on what was previously mentioned, this study could provide evidence that demonstrates the link between PL and PAB. Accordingly, researchers would like to propose that H1. PL is positively associated with PAB. 2.2 PL and PPCF Psychological contract theory is built upon the principles of social exchange theory, which is a social psychological concept that explains how individuals engage in social interactions based on mutual benefits and obligations ( Aranda et al., 2018 ). Psychological contract fulfilment encompasses an individual’s personal convictions regarding the mutual commitments and advantages forged within a give-and-take association, such as employment within an organizational context ( Topa et al., 2022 ; Hammouri et al., 2022 ; Rodwell et al., 2015 ). According to Coyle-Shapiro et al. (2019) , it involves shared beliefs, perceptions, and implicit obligations between an employer and an employee, which shape the practicality of the work to be performed and establish the dynamics of the relationship. Hafez Mahmoud Gharib and Ahmed Khairy (2019) declared that the psychological contract is an informal agreement that is not typically documented in writing. Its contents and obligations are fulfilled through employees’ interactions with their organization. Ultimately, psychological contract fulfilment is a crucial factor in the employee-employer relationship, which can influence the quality of the relationship and the employee’s outcomes. The available literature indicates that there is a dearth of research on the association between PL and PPCF in the tourism and hospitality domain. Nevertheless, some relevant studies suggest that there could be an indirect correlation between these two constructs. For instance, Huertas-Valdivia et al. (2019) investigated the impact of various leadership styles on the job performance of hospitality employees and observed that PL exhibited a positive correlation with employees’ psychological empowerment. Although this research did not directly explore the relationship between PL and PPCF, it implies that PL could potentially influence employees’ attitudes and perceptions in a favourable manner. The findings of a study by He and Yun (2022) emphasized that PL has a direct positive effect on Employee Loyalty, and this effect is partially explained by the role of job satisfaction in mediating the relationship between paradoxical leadership and employee loyalty. While this study did not investigate the link between PL and PPCF directly, being Employee loyalty can be considered a component of psychological contract fulfilment as explained by Hart and Thompson (2007) may imply that there is an indirect correlation between PL and PPCF. Oorschot et al. (2021) suggest that leaders, and leadership styles in particular, have the ability to impact the psychological contracts of employees. Given that PL is widely recognized as an effective style of leadership styles navigating the complex environments encountered by modern organizations ( Zhang et al., 2021 ), this could suggest a potential correlation between PL and PPCF. Considering the significance of both PL and PPCF in the service industry, it would be beneficial to explore the potential relationship between these constructs in the context of tourism and hospitality. The tourism and hospitality sector are renowned for its exceptional quality of service and consumer satisfaction, and effective leadership is crucial for managing employee expectations and obligations in this industry. Therefore, research in this field could shed light on the role of PL in enhancing PPCF in tourism and hospitality, which could contribute to improving job satisfaction, organizational commitment, and performance in this sector. As previously noted, there is a gap in research regarding the specific relationship between PL and PPCF in the tourism and hospitality industry. Social Exchange Theory could be applied to address this gap. According to Ahmad et al. (2023) , this theory posits that individuals are motivated by their expectations of rewards and outcomes. In the context of PL and PPCF in tourism and hospitality, this theory could be used to examine how PL behaviours influence employee expectations of rewards and outcomes, and how these expectations impact PPCF. Based on this discussion, the following hypothesis is proposed H2. PL is positively associated with PPCF. 2.3 PPCF and PAB The search results reveal that there is a scarcity of research that explicitly investigates the connection PPCF and PAB within the tourism and hospitality industry. Nonetheless, a very few studies have indirectly highlighted the relationship between PPCF and work behaviour more broadly, as well as in other sectors. Here are some relevant academic papers: One study by Noble-Nkrumah et al. (2022) investigated the interplay between job autonomy and employee trust in relation to the connection between PPCF and work behaviour within international non-governmental organizations. The research revealed a favourable correlation between PPCF and work behaviour, with job autonomy and employee trust functioning as moderators in enhancing this positive association. According to Hetet et al. (2023) and Bilal et al. (2021) , work behaviour can be categorized as either in-role behaviour or extra-role behaviour, with proactive work behaviour falling under the latter category. Proactive work behaviour entails self-initiated and forward-looking actions aimed at enhancing existing conditions or establishing new ones. With this in mind, it can be deduced that there exists an indirectly positive correlation between PPCF and proactive PAB. Another study by Yu (2022) investigated the effects of PPCF on employees’ work-related attitudes and behaviours (specifically work engagement, innate motivation, and emotional commitment) amidst the COVID-19 pandemic. The study found that psychological contract fulfilment positively influenced employees’ work behaviour during the pandemic. While this study does not directly refer to the relationship between PPCF and PAB, it may be concluded that psychological contract fulfilment positively influences proactive work behaviour, given that proactive work behaviour is a specific type of work behaviour. Social exchange theory (SET), explains the significance of reciprocity in relationships, highlighting that employees tend to reciprocate favourable actions through Positive Psychological Contract Fulfilment (PPCF) with positive work behaviour, and vice versa ( Blau, 2017 ). Consequently, as employers increase PPCF, employees are more likely to respond with positive work behaviour ( Noble-Nkrumah et al. 2022 ). For example, employees might reciprocate well-structured welfare packages and strong career support from employers by enhancing their commitment to the organization through improved in-role performance. Therefore, while there may not be specific studies directly examining the relationship between PPCF and PAB in the tourism and hospitality business, the existing research attempts to bridge the gap and explore the relationship between PPCF and PAB more comprehensively. These points lead to the following hypothesis: H3. PPCF is positively associated with PAB. 2.4 PPCF as a mediator in the relationship between PL and PAB Prior research within the tourism and hospitality sector has not delved into the interplay among Positive Psychological Contract Fulfilment (PPCF), Paradoxical Leadership (PL), and Proactive Work Behaviour (PAB). However, by considering the dynamics of PL, PAB, and PPCF, the relationship between PL and employees’ PAB can be better understood with the mediating role of PPCF. Paradoxical Leadership can yield both positive and negative effects on employee conduct. While it can inspire employees to embrace ambiguity, think critically, and challenge conventions, thus fostering PAB, its contradictory nature can also introduce tension and confusion. In this context, PPCF acts as a mediator: when employees perceive that their organization upholds the terms of their psychological contract, it cultivates trust and reciprocity, bolstering their commitment and motivation for proactive behaviors. Consequently, heightened levels of PPCF enhance the positive association between PL and PAB, elucidating how PL influences employee behavior and promotes proactive work engagement. By introducing PPCF as a mediating factor between PL and PAB, a more comprehensive understanding emerges regarding how leadership practices shape employees’ proactive work behaviors, underscoring the significance of organizational fulfillment of psychological contracts in fostering favorable employee outcomes. This framework suggests a potential hypothesis for further exploration. H4. PPCF mediates the association between PL and PAB. Based on a review of previous literature and the study hypotheses that were proposed, a model for the study was designed, as shown in Figure 1 . Figure 1. The proposed research framework. The figure shows the study hypotheses: H1. Paradoxical Leadership (PL) is positively associated with Employee Proactive Work Behavior (PAB); H2. PL is positively associated with Perceived Psychological Contract Fulfillment (PPCF); H3. PPCF is positively associated with PAB; H4. PPCF mediates the association between PL and PAB. 3. Method 3.1 Participants and data collection To examine hypotheses, we gathered data from employees of hotels in Sharm El-Sheikh and Tourism companies and travel agencies in Cairo, Egypt, using a questionnaire tool. Because they had sufficient understanding to answer the survey questions, employees with at least 3-years of experience were qualified to participate. We instructed our postgraduate colleagues enrolled in our colleges and working in the study’s sample hotels and companies to connect with their HRMs to help us complete the questionnaire. We conducted “multi-wave and multi-source surveys” using the questionnaires, which reduced typical technique bias ( Podsakoff et al., 2012 ). A time-lagged study process was operated, with two data waves collected from our sample employees during two-month intervals. Data were assembled from February to April 2023, performing “convenience sampling and drop-and-collect” methods. Employees measured paradoxical leadership (PL) and demographic data in the first wave survey. The second was conducted one months later, and the Psychological Contract Fulfilment (PPCF) and employee proactive work behaviour (PAB) variables were measured. In both two waves of surveys, 500 questionnaire forms were distributed. After eliminating the incompetent responses, 338 were considered, with an efficient reply rate of 67.6%. The study sample consisted of 62 females (18.3%) and 276 males (81.7%). The participants’ ages ranged mostly between 24 and 52. The full set of data is available on Zenodo ( https://zenodo.org/records/11400950 ) and is freely available for non-commercial users ( Zenodo, 2023 ). 3.2 Measures The literature was consulted and used to create questionnaires for all variables. All variables were assessed using a 5-point Likert scale. The 22 items suggested by Zhang et al. (2015) were used to operationalize the PL variable. The PL scale items are broken down into five dimensions, 5-items for each of “Treating subordinates uniformly while allowing individualization,” “Combining self-centeredness with other-centeredness,” and 4-items for each of “Maintaining decision control while allowing for autonomy,” “Enforcing work requirements while allowing flexibility,” and “Maintaining both distance and closeness.” The PAB was measured by a 13-item suggested by Parker and Collins (2010) distributed on four dimensions; 3 items for each of “Taking charge,” “Problem prevention,” and “Individual innovation,” and four items for “Voice.” For the PPCF, seven items were used from the study of Tseng and Wu (2017) . Additionally, to increase their clarity and comprehension, the survey questions were transcriptions and edited. Nineteen individuals, including nine academics and ten business executives, tested the validity of the survey to verify its reliability. There was no alteration made to the survey’s content during these procedures. 3.3 Data Analysis Partial least squares (PLS) were used by operating the smartPLS version 4.0 ( https://www.smartpls.com/ ) to perform structural equation modelling (SEM) to test the suggested model (the software offer a trail free full version for one month). The PLS technique is fitting when the main investigation’s aim is to foresee one or more tested variables rather than to validate a formerly established theoretical model ( Hair et al., 2017 ). Therefore, this method is suitable for the current study because it tests relationships between the PL and PAB, considering the mediating effect of the PPCF. Additionally, the PLS is a productive tool across a broader range of sample sizes, and also it helps to construct a more complex and advanced model with fewer data constraints ( Hair et al., 2011 ). The PLS-SEM processing, according to Leguina (2015) , passes across two steps, namely, (2) measurement modelling or outer model assessment and (1) structural modelling or inner model assessment. 4. The Results 4.1 Assessment of outer model The measuring model assesses the “convergent validity” (CV) and “discriminant validity” (DV) to determine the quality of the data. The CV evaluates the connections between the study’s indicators by performing “Cronbach’s alpha” and must exceed the threshold of 0.50 ( Leontitsis and Pagge, 2007 ), “composite reliability (CR)”, which is greater than 0.60 ( Fornell and Larcker, 1981 ), “Average Variance Extracted” (AVE), which should not be less than 0.50 ( Hair et al., 2011 ), and “factor loading”, also, preferably greater than 0.50 ( Afthanorhan, 2013 ) as assessment standards. Additionally, DV claims that when using various methods to measure other factors, the measured results must be distinguishable. According to Fornell and Larcker (1981) , If a factor’s AVE is greater than the association between that factor and other factors in the suggested model, the factor meets the statistical requirements for “discriminant validity.” In addition, a number of scholars evaluated the “Heterotrait-Monotriat” ratio of correlation (HTMT) to determine the “discriminant validity” in response to the many criticisms made of “Fornell and Lacker’s criterion” ( Gold et al., 2001 ). Table 1 ’s CV values display that every specified minimum and/or maximum level was accepted, proving the validity of the proposed outer model. Also, the values of AVE and HTMT, which are portrayed in Table 3 and Table 4 , respectively, also met the recommended norms, proving that their “discriminant validity” is adequate. Also, Table 2 shows that “an item’s loading within its factors is greater than any cross-loadings with other factors, guaranteeing the DV”. Table 1. Validity metrics. Loadings a. C.R. AVE. Paradoxical leadership (PL) 0.952 0.957 0.501 “Treating subordinates uniformly while allowing individualization” (UI) 0.882 0.914 0.680 PL1 0.768 PL2 0.840 PL3 0.846 PL4 0.811 PL5 0.854 “Combining self-centeredness with other-centeredness” (SOC) 0.866 0.904 0.653 PL6 0.764 PL7 0.847 PL8 0.856 PL9 0.813 PL10 0.757 “Maintaining decision control while allowing for autonomy” (DCA) 0.804 0.872 0.630 PL11 0.743 PL12 0.811 PL13 0.807 PL14 0.812 “Enforcing work requirements while allowing flexibility” (WRF) 0.855 0.902 0.697 PL15 0.791 PL16 0.850 PL17 0.848 PL18 0.849 “Maintaining both distance and closeness” (DC) 0.870 0.911 0.720 PL19 0.843 PL20 0.822 PL21 0.855 PL22 0.873 Proactive Behavior (PAB) 0.921 0.932 0.514 “Taking Charge” (TC) 0.868 0.919 0.791 PAB1 0.897 PAB2 0.885 PAB3 0.885 “Problem Prevention” (PP) 0.854 0.911 0.774 PAB4 0.873 PAB5 0.888 PAB5 0.878 “Individual Innovation” (II) 0.769 0.868 0.689 PAB7 0.726 PAB8 0.895 PAB9 0.860 “Employee Voice” (EV) 0.862 0.907 0.709 PAB10 0.865 PAB11 0.857 PAB12 0.878 PAB13 0.763 “Perceived psychological contract fulfillment” (PPCF) 0.907 0.926 0.643 PPCF1 0.809 PPCF2 0.798 PPCF3 0.797 PPCF4 0.810 PPCF5 0.788 PPCF6 0.821 PPCF7 0.788 Table 2. loadings and Cross-loadings. UI SOC DCA WRF DC TC PP II EV PPCF PL_1 0.768 0.592 0.588 0.552 0.573 0.357 0.294 0.418 0.396 0.515 PL_2 0.840 0.640 0.575 0.604 0.631 0.420 0.286 0.358 0.346 0.582 PL_3 0.846 0.568 0.567 0.467 0.444 0.338 0.361 0.360 0.315 0.591 PL_4 0.811 0.658 0.507 0.509 0.465 0.403 0.333 0.329 0.311 0.578 PL_5 0.854 0.646 0.595 0.520 0.558 0.369 0.332 0.340 0.354 0.612 PL_6 0.635 0.764 0.530 0.434 0.559 0.407 0.188 0.281 0.198 0.484 PL_7 0.670 0.847 0.615 0.553 0.582 0.489 0.336 0.378 0.354 0.542 PL_8 0.578 0.856 0.588 0.553 0.529 0.461 0.311 0.334 0.310 0.471 PL_9 0.548 0.813 0.606 0.578 0.494 0.441 0.350 0.372 0.327 0.475 PL_10 0.616 0.757 0.593 0.539 0.497 0.413 0.344 0.362 0.273 0.454 PL_11 0.563 0.568 0.743 0.422 0.462 0.298 0.296 0.278 0.304 0.365 PL_12 0.550 0.601 0.811 0.502 0.547 0.380 0.380 0.335 0.333 0.394 PL_13 0.482 0.564 0.807 0.399 0.584 0.337 0.211 0.167 0.175 0.387 PL_14 0.586 0.574 0.812 0.550 0.672 0.445 0.289 0.200 0.248 0.489 PL_15 0.528 0.485 0.507 0.791 0.503 0.412 0.401 0.333 0.312 0.467 PL_16 0.535 0.609 0.461 0.850 0.486 0.564 0.508 0.396 0.353 0.508 PL_17 0.517 0.552 0.538 0.848 0.569 0.547 0.445 0.373 0.364 0.519 PL_18 0.577 0.552 0.478 0.849 0.599 0.585 0.460 0.406 0.396 0.522 PL_19 0.557 0.516 0.580 0.526 0.843 0.415 0.191 0.213 0.201 0.332 PL_20 0.509 0.538 0.571 0.598 0.822 0.417 0.254 0.195 0.190 0.405 PL_21 0.584 0.583 0.643 0.573 0.855 0.472 0.241 0.229 0.280 0.438 PL_22 0.558 0.597 0.635 0.498 0.873 0.439 0.253 0.314 0.281 0.413 PAB_1 0.435 0.502 0.450 0.584 0.503 0.897 0.572 0.525 0.471 0.565 PAB_2 0.363 0.447 0.337 0.505 0.411 0.885 0.537 0.541 0.422 0.474 PAB_3 0.425 0.513 0.448 0.601 0.457 0.885 0.585 0.456 0.443 0.527 PAB_4 0.359 0.321 0.318 0.458 0.236 0.521 0.873 0.613 0.526 0.479 PAB_5 0.334 0.363 0.293 0.513 0.230 0.608 0.888 0.597 0.500 0.517 PAB_6 0.332 0.316 0.374 0.462 0.267 0.545 0.878 0.568 0.442 0.456 PAB_7 0.323 0.341 0.326 0.420 0.235 0.494 0.683 0.726 0.397 0.375 PAB_8 0.423 0.403 0.281 0.402 0.271 0.498 0.518 0.895 0.635 0.439 PAB_9 0.338 0.318 0.162 0.303 0.191 0.427 0.484 0.860 0.599 0.356 PAB_10 0.399 0.326 0.240 0.330 0.253 0.438 0.435 0.597 0.865 0.397 PAB_11 0.324 0.284 0.300 0.338 0.204 0.401 0.465 0.583 0.857 0.351 PAB_12 0.366 0.302 0.328 0.396 0.215 0.386 0.497 0.541 0.878 0.403 PAB_13 0.319 0.313 0.257 0.377 0.278 0.465 0.479 0.498 0.763 0.405 PPCF_1 0.623 0.531 0.503 0.496 0.476 0.434 0.435 0.434 0.446 0.809 PPCF_2 0.581 0.487 0.434 0.511 0.433 0.385 0.386 0.381 0.386 0.798 PPCF_3 0.538 0.416 0.308 0.432 0.221 0.397 0.395 0.354 0.363 0.797 PPCF_4 0.559 0.443 0.324 0.421 0.298 0.469 0.519 0.407 0.398 0.810 PPCF_5 0.650 0.467 0.419 0.475 0.328 0.441 0.465 0.396 0.362 0.788 PPCF_6 0.525 0.546 0.401 0.431 0.392 0.508 0.376 0.310 0.257 0.821 PPCF_7 0.441 0.473 0.485 0.604 0.448 0.646 0.503 0.353 0.366 0.788 Table 3. “Fornell and Larcker criterion” scores. SOC WRF II DC DCA PPCF PP TC UI EV “Combining self-centeredness with other-centeredness” (SOC) 0.808 “Enforcing work requirements while allowing flexibility” (WRF) 0.659 0.835 “Individual innovation” (II) 0.428 0.452 0.830 “Maintaining both distance and closeness” (DC) 0.659 0.647 0.281 0.848 “Maintaining decision control while allowing for autonomy” (DCA) 0.727 0.594 0.309 0.717 0.794 “Perceived psychological contract fulfillment” (PPCF) 0.601 0.604 0.472 0.469 0.518 0.802 “Problem prevention” (PP) 0.379 0.544 0.674 0.277 0.372 0.551 0.880 “Taking charge” (TC) 0.548 0.634 0.570 0.514 0.463 0.588 0.635 0.889 “Treating subordinates uniformly while allowing individualization” (UI) 0.754 0.646 0.438 0.651 0.688 0.699 0.389 0.459 0.824 “Employee Voice” (EV) 0.364 0.428 0.660 0.282 0.334 0.462 0.557 0.501 0.419 0.842 Table 4. HTMT values. SOC WRF II DC DCA PPCF PP TC UI EV “Combining self-centeredness with other-centeredness” (SOC) “Enforcing work requirements while allowing flexibility” (WRF) 0.765 “Individual innovation” (II) 0.524 0.558 “Maintaining both distance and closeness” (DC) 0.759 0.750 0.343 “Maintaining decision control while allowing for autonomy” (DCA) 0.871 0.713 0.395 0.852 “Perceived psychological contract fulfillment” (PPCF) 0.676 0.681 0.562 0.519 0.597 “Problem prevention” (PP) 0.440 0.635 0.838 0.322 0.449 0.622 “Taking charge” (TC) 0.631 0.733 0.700 0.591 0.551 0.658 0.737 “Treating subordinates uniformly while allowing individualization” (UI) 0.863 0.742 0.531 0.740 0.816 0.780 0.449 0.523 “Employee Voice” (EV) 0.420 0.498 0.807 0.325 0.402 0.520 0.649 0.581 0.480 4.2 Hypotheses evaluation The “variance inflation factor” (VIF) is utilised in this study to examine the collinearity regards to ascertain the presence of collinearity issues among variables and to stop the impact of variables on the offered model’s contribution. According to Hair et al. (2011) , reducing multicollinearity is unnecessary for VIF values under 5. Additionally, the “coefficient of determination” (R2) and “Stone-Geisser’s” (Q2) were operated to gauge how satisfactorily the regression model explained the data. R2 results of 0.20 are regarded as adequate level in behavioural studies ( Hair et al., 2011 ). The Q2 scores also met the suggested norm value of 0.0 ( Hair et al., 2014 ). The VIF, R2, and Q2 findings are presented in Table 5 . Table 5. VIF, R2, and Q2 outcomes. Element VIF value Element VIF value Element VIF value Element VIF value Element VIF value PL_1 1.835 PL_10 1.640 PL_19 2.084 PAB_6 2.153 PPCF_2 2.327 PL_2 2.223 PL_11 1.627 PL_20 1.901 PAB_7 1.262 PPCF_3 2.234 PL_3 2.394 PL_12 1.832 PL_21 2.209 PAB_8 2.443 PPCF_4 2.512 PL_4 2.188 PL_13 1.978 PL_22 2.442 PAB_9 2.276 PPCF_5 2.130 PL_5 2.660 PL_14 1.970 PAB_1 2.341 PAB_10 2.350 PPCF_6 2.405 PL_6 1.699 PL_15 1.690 PAB_2 2.228 PAB_11 2.512 PPCF_7 2.096 PL_7 2.294 PL_16 2.105 PAB_3 2.230 PAB_12 2.510 PL_8 2.675 PL_17 2.068 PAB_4 2.012 PAB_13 1.624 PL_9 2.194 PL_18 2.054 PAB_5 2.182 PPCF_1 2.248 Proactive behavior (PAB) R2 0.430 Q2 0.217 “Perceived psychological contract fulfillment” (PPCF) R2 0.463 Q2 0.292 Unlike “covariance-based structural equation modelling” (CBSEM), the PLS approach lacks a range of statistical parameters for validating models, such as X2 and other indicators of model fit ( Henseler and Sarstedt, 2013 ). To solve this problem, “Goodness of Fit” (GoF) has been proposed as a successful model validation technique ( Tenenhaus et al., 2005 ). According to Mital et al. (2018) and Tenenhaus et al. (2005) , the GoF can be calculated by taking the value of the square root of the average variance extracted multiplied by the R square value. As per Tenenhaus et al. (2005) , GoF scores of 0.1, 0.25, and 0.36, respectively, denote modest, medium, and high GoF. The GoF value for the model constructed in this study is 0.558, indicating a notably high GoF index. The “Standardised Root Mean Square Residual” (SRMR), which compares variances in observed correlations, was used to further assess the model’s validity. Model fit is considered acceptable when the SRMR value is less than 0.1 ( Hu and Bentler, 1998 ). The proposed model’s SRMR value is 0.095, which indicates a satisfied model fit. Upon validating both the external and internal models, the study progressed to judge the formulated hypotheses. Utilizing SmartPLS v.4, a bootstrapping process with 5000 iterations was conducted to calculate (β) the regression weights, t-scores, and P-values associated with the direct, the indirect, and the mediating paths. The analysis encompassed four main hypotheses, comprising of 3 direct hypotheses and 1 mediating hypothesis, as presented in Table 6 . Table 6. Hypotheses evaluation (inner model outcomes). Hypotheses β t p Decision Direct Paths H1- PS ➔ PAB 0.293 3.388 0.001 Sustained H2- PL ➔ PPCF 0.680 13.328 0.000 Sustained H3- PPCF ➔ PAB 0.420 5.637 0.000 Sustained Indirect mediating Paths H4- PL ➔ PPCF ➔ PAB 0.286 4.800 0.000 Sustained Data portrayed in Table 6 and Figure 2 demonstrated that the PL has a positive significant influence on PAB (β = 0.293, t = 3.388, p<.001) and PPCF (β = 0.680, t = 13.328, p< .001), confirming H1 and H2. The results further supported H3 by showing that the PPCF variable positively influenced PAB at β= 0.420, t=5.637, and p.001. Furthermore, at β= 0.286, t = 4.800, and p< .001, the PPCF variable mediated the link between PL and PAB, supporting H4. Figure 2. The study tested model. Note: UI ➔ “Treating subordinates uniformly while allowing individualization”; SOC ➔ “Combining self-centeredness with other-centeredness”; DCA ➔ “Maintaining decision control while allowing for autonomy”; WRF ➔ “Enforcing work requirements while allowing flexibility”; DC ➔ “Maintaining both distance and closeness”. 5. Discussion & Implications This study endeavors to answer the call for more investigations on paradoxical leadership in the contemporary workplace and demonstrate how it influences proactive and innovative work behavior ( Waldman and Bowen, 2016 ; Miron-Spektor et al., 2018 ; Zhang et al., 2022b ). Our research operates data collected from the hospitality and tourism industry in Egypt, a developing country, to 1) investigate the relationship between PL and PAB; 2) study the role of PL on PPCF; 3) analyze the correlation between PPCF and PAB; and explore the potential mediating role of PPCF in the relationship between PL and employee PAB in the hospitality and tourism industry. As a result, our empirical investigation effectively achieved its goals and aims, contributing to the ongoing discourse in paradoxical leadership literature and advancing theoretical frameworks through the introduced model. The study’s findings demonstrated a positive impact of PL on PAB (H1). Furthermore, this leadership style bolstered employee task performance by fostering greater proactivity ( Sparr et al., 2022 ). Most studies on paradoxical leadership have concentrated on its favorable impact on organizations by enhancing performance, creativity, commitment, competitiveness, workplace environment, and career success ( Amason, 1996 ; Smith, 2014 ; Knight and Harvey, 2015 ; Knight and Paroutis, 2017 ; Derksen et al., 2019 ). Moreover, numerous empirical studies within the domain of tourism and hospitality have explored the beneficial effects of paradoxical leadership on employees, encompassing aspects such as work attitudes, engagement, job performance, creativity, and innovative behavior ( Zhang et al., 2015 , 2021 ; Garg, 2016 ; Fürstenberg et al., 2021 ; Yang et al., 2021 ). Accordingly, PL succeeded in positively influencing the PAB. Similarly, the study discovered that PL positively affects PPCF (H2). In general, paradoxical leader behaviors seek to accommodate all contradictions to achieve balance within the hotel’s work environment, which leads to satisfaction with the expected terms of the employees’ psychological contract ( Oorschot et al., 2021 ; Yang et al., 2021 ). This is also supported by the findings of Ebrahimi et al. (2019) study, which showed that paradoxical leadership could potentially influence employees’ attitudes and perceptions in a favourable manner. Likewise, the results proved that the PPCF positively affected PAB (H3). Consistent with this result, the study of Yu (2022) revealed that perceived psychological contract fulfillment affects employees’ work attitudes and behaviors (i.e., work engagement, intrinsic motivation, and affective commitment) ( Yu, 2022 ). In other contexts, studies indicated that psychological contract breach leads employees to reduce their proactive behaviours and diminish both prosocial and proactive work behaviours ( ZHAO et al., 2007 ; Bal et al., 2011 ). One of the primaries aims of our study was to investigate how perceived psychological contract fulfillment (PPCF) acts as a mediator between paradoxical leadership (PL) and proactive employee behavior (PAB). The study’s results indicate that PPCF effectively mediated the relationship between PL and PAB (H4). The mediation relationship was a result of the significant direct correlation between the study variables that proved the significant link between PL, EWB, and PPCF and between PPCF and EWB. 6. Conclusion Employing the PLS-SEM methodology, this article has highlighted the influence of PL on PAB, with a specific emphasis on the intermediary functions of PPCF. The results of this study suggest that the connection between paradoxical leadership and proactive employee behavior in the hospitality and tourism sector is partially mediated by perceived psychological contract fulfillment. Paradoxical leadership has a positive influence on perceived psychological contract fulfillment, which in turn affects employee proactive behavior. A positive correlation has been identified between perceived psychological contract fulfillment and proactive employee behavior within the hotel and tourism industry. Paradoxical leadership can have implications for hospitality and tourism industry employees, and some behaviors that help hotels and tourism businesses compete may have paradoxical implications for employees. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. 7. Theoretical and practical implications The theoretical implications of this study contribute significantly to the existing literature on paradoxical leadership by providing a deeper understanding of its effects on proactive and innovative work behavior. The research highlights the positive relationship between paradoxical leadership (PL) and proactive employee behavior (PAB), as well as the mediating role of perceived psychological contract fulfillment (PPCF) in this relationship. By integrating these concepts, the study advances theoretical frameworks related to paradoxical leadership and its influence on employee attitudes and behaviors, thereby enriching the discourse on how leaders can effectively navigate contradictions within the workplace. Furthermore, the findings support the notion that paradoxical leadership can enhance employee adaptability and performance by fostering a balanced approach that accommodates competing demands, which is essential in today’s dynamic work environments. From a practical standpoint, the study offers valuable insights for management within the hospitality and tourism industry. It emphasizes the importance of fostering an environment where perceived psychological contract fulfillment is prioritized, as this can enhance proactive work behavior among employees. Leaders are encouraged to adopt paradoxical leadership practices that strike a balance between control and empowerment, thereby creating a supportive atmosphere that encourages employees to voice their opinions and engage proactively. Additionally, the findings suggest that organizations should implement training and development programs to cultivate leaders who can effectively manage paradoxes and contradictions, ultimately leading to improved employee outcomes and organizational performance. By focusing on these practical implications, organizations can better navigate the complexities of modern workplaces and leverage the benefits of paradoxical leadership to drive innovation and adaptability. 8. Limitations and future studies The study was conducted in a specific context (hospitality and tourism industry in Egypt). The generalizability of the findings to other industries or cultural contexts remains to be tested. Cross-cultural comparisons would be valuable to understand the boundary conditions of the proposed relationships. The study’s reliance on data from a specific industry in a developing country may restrict the breadth of the conclusions drawn, emphasizing the need for further research with more diverse samples. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. Comparative studies across different countries or regions could shed light on how cultural factors influence the effectiveness of paradoxical leadership. Investigating potential moderating variables that could influence the relationship between paradoxical leadership and employee outcomes would enhance the understanding of these dynamics further. Ethics and consent “ Institutional Review Board Statement : The study was conducted according to the guidelines of the Declaration of Helsinki and approved by the Deanship of Scientific Research Ethical Committee, King Faisal University (project number: grantA167, date of approval: 25 April 2022)”. “Informed Consent Statement: A written informed consent was obtained from all subjects involved in the study”. This was done by accepting the following statement at the beginning of the data collection process “I agree to take part in this study, and understand that my participation is voluntary, that I can choose not to participate in part or all of the project, and that I can withdraw at any stage of the project without being penalized or disadvantaged in any way”. Data availability Underlying data Zenodo: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment, https://zenodo.org/doi/10.5281/zenodo.11206057 ( Elshaer et al., 2024 ). The project contains the following data: • Final paradoxical leadership.xlsx This data was collected and formed by the authors of this paper. The license for this data is CC-BY 4.0 International. Software availability: the employed software is PLS-SEM v4 is available for one month as a free trial from ( https://www.smartpls.com/ ). References Afthanorhan W: A comparison of partial least square structural equation modeling (PLS-SEM) and covariance based structural equation modeling (CB-SEM) for confirmatory factor analysis. International Journal of Engineering Science and Innovative Technology. 2013; 2 : 198–205. Ahmad R, Nawaz MR, Ishaq MI, et al. : Social exchange theory: Systematic review and future directions. Front. 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Publisher Full Text Comments on this article Comments (0) Version 2 VERSION 2 PUBLISHED 11 Jun 2024 ADD YOUR COMMENT Comment Author details Author details 1 Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia, Ismailia Governorate, 41522, Egypt 2 Department of Management, College of Business Administration, King Faisal University, Al Ahsa, Eastern Province, 380, Saudi Arabia 3 Tourism Studies Department Faculty of Tourism and Hotels, Suez Canal University, Ismailia, 41522, Egypt 4 Department of Tourism and Hospitality,Arts College, King Faisal University, Al Ahsa, Saudi Arabia 5 Tourism Studies Department, High Institute for Tourism and Hotels, 6th of October City, 12563, Egypt 6 Hotel Management Department,Faculty of Tourism and Hotels, October 6 University, Giza, 12573, Egypt Ibrahim Elshaer Roles: Conceptualization, Project Administration, Supervision, Writing – Original Draft Preparation, Writing – Review & Editing Alaa M. S. Azazz Roles: Funding Acquisition, Methodology, Software, Validation Tamer Ahmed Abdulaziz Roles: Data Curation, Formal Analysis, Writing – Original Draft Preparation Sameh Fayyad Roles: Investigation, Methodology, Resources, Writing – Original Draft Preparation, Writing – Review & Editing Competing interests No competing interests were disclosed. Grant information This work was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific Research, King Faisal University, Saudi Arabia (Grant A167) The funders had no role in study design, data collection and analysis, decision to publish, or preparation of the manuscript. Article Versions (2) version 2 Revised Published: 22 Oct 2024, 13:622 https://doi.org/10.12688/f1000research.144963.2 version 1 Published: 11 Jun 2024, 13:622 https://doi.org/10.12688/f1000research.144963.1 Copyright © 2024 Elshaer I et al . 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Close Copy Citation Details Reviewer Report 18 Sep 2025 Ricardo Santa , Colegio de Estudios Superiores de Administración—CESA, Bogotá, Colombia Not Approved VIEWS 0 https://doi.org/10.5256/f1000research.172307.r407123 Title of Article: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment The manuscript tackles a relevant and timely subject by examining the influence of paradoxical leadership (PL) on proactive ... Continue reading READ ALL Title of Article: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment The manuscript tackles a relevant and timely subject by examining the influence of paradoxical leadership (PL) on proactive work behavior (PAB), with perceived psychological contract fulfillment (PPCF) as a mediator, in the context of the hospitality and tourism industry in Egypt. This setting adds originality, as leadership studies in developing countries and service-oriented sectors remain underexplored. The paper is generally well organized, employs a sound quantitative approach (PLS-SEM), and provides meaningful theoretical and managerial implications. However, several areas could be further strengthened in terms of theoretical grounding, methodological clarity, and depth of discussion. The abstract should more clearly state the research gap and specify how this work advances existing knowledge. The novelty and applicability to other sectors should also be highlighted. The introduction repeats certain concepts (e.g., definitions of proactivity). It could be shortened and streamlined for clarity. The contextual contribution of studying - Egyptian hospitality is underdeveloped. The authors should clarify why this industry and country context are theoretically significant (e.g., cultural norms, labor dynamics, post-crisis recovery). The definitions of key variables and dimensions are somewhat superficial. Each section would benefit from deeper engagement with literature. The distinction between PL and other leadership theories (e.g., transformational, ambidextrous) should be made explicit to sharpen the contribution. The hypotheses are clear, but the link between PPCF and PAB is weakly justified. Stronger connections should be drawn between psychological contracts and proactive behaviors. Overreliance on certain sources (e.g., Zhang et al.) should be balanced with additional foundational works (e.g., Crant, 2000; Parker & Bindl, 2010). The statement that participants had “at least three years of experience” lacks verification. The authors should explain how this was confirmed. Although the study employs a multi-wave design, the two-month interval may not fully reduce common method bias. I recommend including a subsection reporting early vs. late response bias and a test for common method variance (e.g., Harman’s single-factor test). The reliance on convenience sampling should be discussed more critically, with explicit implications for generalizability. The sample shows a gender imbalance (82% male). This limitation should be acknowledged and framed as a boundary condition. The tables, especially those for AVE and composite reliability, lack clarity and consistency in labeling. These should be reformatted for easier interpretation. Effect sizes (e.g., β = 0.293) are statistically significant, but the practical significance should be discussed more explicitly. The discussion tends to restate results. It should more critically compare findings with prior studies, highlighting similarities, contradictions, and unique contributions. Managerial implications should be linked to specific practices such as leadership development programs, HR policies, or performance management systems. The limitations section is appropriate but could be expanded to include: Cultural influences (e.g., collectivism, hierarchical workplace norms in Egypt). Industry-specific challenges (e.g., post-COVID recovery in tourism). Potential moderators such as organizational support, employee resilience, organizational culture, or organizational citizenship behavior. Other Issues Consistency in spelling should be ensured; American English is recommended. Headings and hypotheses should state the full variable names for clarity. The concept of innovation is used broadly; specify whether this refers to product, process, service, or organizational innovation. Recommendation While the manuscript addresses an important topic and has the potential to make a valuable contribution, it currently requires major revisions to strengthen its theoretical positioning, methodological rigor, and critical discussion. In its present form, the paper does not meet the standards of indexing, and I cannot recommend acceptance at this stage. A substantially revised version that addresses the concerns outlined in this review could, however, make a meaningful addition to the literature. Is the work clearly and accurately presented and does it cite the current literature? No Is the study design appropriate and is the work technically sound? No Are sufficient details of methods and analysis provided to allow replication by others? No If applicable, is the statistical analysis and its interpretation appropriate? No Are all the source data underlying the results available to ensure full reproducibility? Partly Are the conclusions drawn adequately supported by the results? Partly Competing Interests: No competing interests were disclosed. Reviewer Expertise: Operations Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to state that I do not consider it to be of an acceptable scientific standard, for reasons outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Santa R. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r407123 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-407123 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Views 0 Cite How to cite this report: Riaz A. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r345315 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-345315 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 06 Feb 2025 Adnan Riaz , University of Illinois Urbana-Champaign, Champaign, Illinois, USA Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.172307.r345315 Introduction Please provide more clarification about a gap in the study. Also, tell the reader which approach is "gap spotting" or "problematization." The introduction lacks theoretical contribution and should be written throughout this section. What are the research objectives?? ... Continue reading READ ALL Introduction Please provide more clarification about a gap in the study. Also, tell the reader which approach is "gap spotting" or "problematization." The introduction lacks theoretical contribution and should be written throughout this section. What are the research objectives?? These should be clearly written. Literature review The literature review lacks coherence in the overview of the selected variables, theoretical foundation, and arguments for hypothesis development. A detailed explanation is required under the heading “Theoretical Foundation” about the key underpinning theory and how it provides support to the entire model / hypothesized relationships. Arguments pertaining to developing hypotheses are weak, especially for the mediating paths. Methodology Detail is required about how the author collected the responses. For time-lagged study, a mediated model is driven in three different time waves. How the author would justify the data collection at two points of time? Secondly, how the matchmaking is made when the 500 questionnaires were shared at two point of time? The procedure is ambiguous and unclear. Separately provide details about the measures and items set for each of the variables/construct with already reported alpha values. Data Analysis For the analysis, the author needs to specify the control variables. Model indices may also be presented to know the model fit. Tables presented in discussions, need to be merged in the analysis part. Discussion’s and findings Discussion part may highlight, the findings in detail. Provide the justification of results obtained. Compare with the previous findings with reference (supportive and contradictory). Practical and theoretical implications Practical and theoretical implications should be separated. Highlight the role of HR in implications for practices. Other suggestions A proof reading is required to fix language/grammatical issues and to enhance the quality of the manuscript. Correct the following mistakes and review whole document again. ZHANG et al. (2022) heiproactiveands entail a proactive behavior from individuals, PL just emerged without any previous connectivity and explanation After eliminating the incompetent Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Partly Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Partly Are all the source data underlying the results available to ensure full reproducibility? Yes Are the conclusions drawn adequately supported by the results? Partly Competing Interests: No competing interests were disclosed. Reviewer Expertise: Organizational Behavior I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Riaz A. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r345315 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-345315 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Views 0 Cite How to cite this report: Dai Y. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r333834 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-333834 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 11 Nov 2024 Yuping Dai , Hebei North University (Ringgold ID: 261761), Zhangjiakou, Hebei, China; City University of Macau, Taipa, Macao Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.172307.r333834 I have carefully reviewed your manuscript again and offer the following suggestions for improvement: 1. To maintain alignment with the title and abstract, I would recommend adjusting the keywords to reflect the specific focus of your study. Specifically, could ... Continue reading READ ALL I have carefully reviewed your manuscript again and offer the following suggestions for improvement: 1. To maintain alignment with the title and abstract, I would recommend adjusting the keywords to reflect the specific focus of your study. Specifically, could you consider changing "proactive behavior" to "proactive work behavior" and "psychological contract" to "perceived psychological contract fulfilment"? 2. In the introduction section, you state, "Concepts from social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees’ work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfills its commitments." This assertion would be significantly strengthened by citing relevant literature that supports this viewpoint. 3. You have introduced several theories in the introduction, including social cognitive theory, psychological contract theory, and social exchange theory while these theories are not effectively integrated into the research question. Competing Interests: No competing interests were disclosed. Reviewer Expertise: Organizational behavior:Employee innovative behavior, organizational citizenship behavior, employee proactive personality, leadership, employee green behavior, etc I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Dai Y. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r333834 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-333834 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Version 1 VERSION 1 PUBLISHED 11 Jun 2024 Views 0 Cite How to cite this report: Tarkang Mary MEM. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.158835.r310527 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v1#referee-response-310527 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 05 Sep 2024 Marymagdaline Enow Mbi Tarkang Mary , Istanbul Gelisim University, Istanbul, Turkey Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.158835.r310527 Comment For F100000 Dear Editor, thank you for the opportunity to review this manuscript titled " Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment". I will also like to thank you for your ... Continue reading READ ALL Comment For F100000 Dear Editor, thank you for the opportunity to review this manuscript titled " Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment". I will also like to thank you for your patience The manuscript has been well written, however, I have some few suggestions for authors to take into consideration before this paper can be considered for indexing. The introduction needs more elaboration and concision, however, also I suggest the authors to clearly state the research purpose and objectives of the study in the introduction section Authors can clearly but briefly introduce study variables well in the introduction The study have used three different theories self-determination theory, Psychological contract theory and social exchange theory. How did the study incorporate all study variables and their relationships into these three theories. The methodology has been well written and the results well explained Can the conclusion come after the discussion and before the implications? Can authors give the limitations of the propose recommendations for future studies? This can be proofread again for better understanding and clarity. For greater improvement on the literature I would like the authors to cite the following articles (Alola et al.,2023)(Ref-1) (Tarkang et al.,2020)(Ref-2) Authors should take out time to carefully address the above concerns, then can the manuscript be considered for approval Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Yes If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? Yes Are the conclusions drawn adequately supported by the results? Yes References 1. Alola U, Alafeshat R, Tarkang M, Lafmajani S: Can Paradoxical Leadership Be the Game Changer in Driving Organisations against Negative Practices?. European Journal of Tourism, Hospitality and Recreation . 2023; 13 (2): 252-265 Publisher Full Text 2. Tarkang M, Nange R, Ozturen A: Inspiring employee voice throughleader–member exchange. Journal of Public Affairs . 2022; 22 (1). Publisher Full Text Competing Interests: No competing interests were disclosed. Reviewer Expertise: Social sciences and more focus on tourism and hospitality, organizational leadership organizational behavior, Human resource management, marketing, service quality, customer satisfaction in the service industry sustainable employee development, Employee sustainability, employee relations and sustainability in business I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Tarkang Mary MEM. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.158835.r310527 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v1#referee-response-310527 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Author Response 22 Oct 2024 Ibrahim Elshaer , Department of Management, College of Business Administration, King Faisal University, Al Ahsa, 380, Saudi Arabia 22 Oct 2024 Author Response 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper ... Continue reading 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper has been proofread. 3- Thank you for this remark. We have modified this section to be as follows, As mentioned previously, there is no studies that examined a direct relationship between PL and PAB in the field of tourism and hospitality, but there are some studies that tested the rapport between PL and PAB indirectly and in other fields other than tourism and hospitality. some of the relevant papers are as follows. Sparr et al. (2022) have proposed that PL improves employee task performance by strengthening their proactivity. A study by Kundi et al. (2023) have indicated that PL exerts both immediate and mediated impacts on employee performance. This encompasses job performance within designated roles, alongside supplementary behaviors like innovative work conduct and expressing opinions. These effects are predominantly channeled through employee work engagement. A study by He and Yun (2022) has suggested that PL significantly contributes to positive outcomes in terms of unethical pro-supervisor behavior. The supervisor-subordinate dynamic partly intermediates the connection between PL and immoral pro-supervisor actions 4-We unified the abbreviation to PAB. 5- We unified the abbreviation to PPCF. 6- The theoretical and practical implications are modified as follows, The theoretical implications of this study contribute significantly to the existing literature on paradoxical leadership by providing a deeper understanding of its effects on proactive and innovative work behavior. The research highlights the positive relationship between paradoxical leadership (PL) and proactive employee behavior (PAB), as well as the mediating role of perceived psychological contract fulfillment (PPCF) in this relationship. By integrating these concepts, the study advances theoretical frameworks related to paradoxical leadership and its influence on employee attitudes and behaviors, thereby enriching the discourse on how leaders can effectively navigate contradictions within the workplace. Furthermore, the findings support the notion that paradoxical leadership can enhance employee adaptability and performance by fostering a balanced approach that accommodates competing demands, which is essential in today’s dynamic work environments. From a practical standpoint, the study offers valuable insights for management within the hospitality and tourism industry. It emphasizes the importance of fostering an environment where perceived psychological contract fulfillment is prioritized, as this can enhance proactive work behavior among employees. Leaders are encouraged to adopt paradoxical leadership practices that strike a balance between control and empowerment, thereby creating a supportive atmosphere that encourages employees to voice their opinions and engage proactively. Additionally, the findings suggest that organizations should implement training and development programs to cultivate leaders who can effectively manage paradoxes and contradictions, ultimately leading to improved employee outcomes and organizational performance. By focusing on these practical implications, organizations can better navigate the complexities of modern workplaces and leverage the benefits of paradoxical leadership to drive innovation and adaptability. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper has been proofread. 3- Thank you for this remark. We have modified this section to be as follows, As mentioned previously, there is no studies that examined a direct relationship between PL and PAB in the field of tourism and hospitality, but there are some studies that tested the rapport between PL and PAB indirectly and in other fields other than tourism and hospitality. some of the relevant papers are as follows. Sparr et al. (2022) have proposed that PL improves employee task performance by strengthening their proactivity. A study by Kundi et al. (2023) have indicated that PL exerts both immediate and mediated impacts on employee performance. This encompasses job performance within designated roles, alongside supplementary behaviors like innovative work conduct and expressing opinions. These effects are predominantly channeled through employee work engagement. A study by He and Yun (2022) has suggested that PL significantly contributes to positive outcomes in terms of unethical pro-supervisor behavior. The supervisor-subordinate dynamic partly intermediates the connection between PL and immoral pro-supervisor actions 4-We unified the abbreviation to PAB. 5- We unified the abbreviation to PPCF. 6- The theoretical and practical implications are modified as follows, The theoretical implications of this study contribute significantly to the existing literature on paradoxical leadership by providing a deeper understanding of its effects on proactive and innovative work behavior. The research highlights the positive relationship between paradoxical leadership (PL) and proactive employee behavior (PAB), as well as the mediating role of perceived psychological contract fulfillment (PPCF) in this relationship. By integrating these concepts, the study advances theoretical frameworks related to paradoxical leadership and its influence on employee attitudes and behaviors, thereby enriching the discourse on how leaders can effectively navigate contradictions within the workplace. Furthermore, the findings support the notion that paradoxical leadership can enhance employee adaptability and performance by fostering a balanced approach that accommodates competing demands, which is essential in today’s dynamic work environments. From a practical standpoint, the study offers valuable insights for management within the hospitality and tourism industry. It emphasizes the importance of fostering an environment where perceived psychological contract fulfillment is prioritized, as this can enhance proactive work behavior among employees. Leaders are encouraged to adopt paradoxical leadership practices that strike a balance between control and empowerment, thereby creating a supportive atmosphere that encourages employees to voice their opinions and engage proactively. Additionally, the findings suggest that organizations should implement training and development programs to cultivate leaders who can effectively manage paradoxes and contradictions, ultimately leading to improved employee outcomes and organizational performance. By focusing on these practical implications, organizations can better navigate the complexities of modern workplaces and leverage the benefits of paradoxical leadership to drive innovation and adaptability. Competing Interests: No competing interests were disclosed. Close Report a concern Respond or Comment COMMENTS ON THIS REPORT Author Response 22 Oct 2024 Ibrahim Elshaer , Department of Management, College of Business Administration, King Faisal University, Al Ahsa, 380, Saudi Arabia 22 Oct 2024 Author Response 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper ... Continue reading 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper has been proofread. 3- Thank you for this remark. We have modified this section to be as follows, As mentioned previously, there is no studies that examined a direct relationship between PL and PAB in the field of tourism and hospitality, but there are some studies that tested the rapport between PL and PAB indirectly and in other fields other than tourism and hospitality. some of the relevant papers are as follows. Sparr et al. (2022) have proposed that PL improves employee task performance by strengthening their proactivity. A study by Kundi et al. (2023) have indicated that PL exerts both immediate and mediated impacts on employee performance. This encompasses job performance within designated roles, alongside supplementary behaviors like innovative work conduct and expressing opinions. These effects are predominantly channeled through employee work engagement. A study by He and Yun (2022) has suggested that PL significantly contributes to positive outcomes in terms of unethical pro-supervisor behavior. The supervisor-subordinate dynamic partly intermediates the connection between PL and immoral pro-supervisor actions 4-We unified the abbreviation to PAB. 5- We unified the abbreviation to PPCF. 6- The theoretical and practical implications are modified as follows, The theoretical implications of this study contribute significantly to the existing literature on paradoxical leadership by providing a deeper understanding of its effects on proactive and innovative work behavior. The research highlights the positive relationship between paradoxical leadership (PL) and proactive employee behavior (PAB), as well as the mediating role of perceived psychological contract fulfillment (PPCF) in this relationship. By integrating these concepts, the study advances theoretical frameworks related to paradoxical leadership and its influence on employee attitudes and behaviors, thereby enriching the discourse on how leaders can effectively navigate contradictions within the workplace. Furthermore, the findings support the notion that paradoxical leadership can enhance employee adaptability and performance by fostering a balanced approach that accommodates competing demands, which is essential in today’s dynamic work environments. From a practical standpoint, the study offers valuable insights for management within the hospitality and tourism industry. It emphasizes the importance of fostering an environment where perceived psychological contract fulfillment is prioritized, as this can enhance proactive work behavior among employees. Leaders are encouraged to adopt paradoxical leadership practices that strike a balance between control and empowerment, thereby creating a supportive atmosphere that encourages employees to voice their opinions and engage proactively. Additionally, the findings suggest that organizations should implement training and development programs to cultivate leaders who can effectively manage paradoxes and contradictions, ultimately leading to improved employee outcomes and organizational performance. By focusing on these practical implications, organizations can better navigate the complexities of modern workplaces and leverage the benefits of paradoxical leadership to drive innovation and adaptability. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper has been proofread. 3- Thank you for this remark. We have modified this section to be as follows, As mentioned previously, there is no studies that examined a direct relationship between PL and PAB in the field of tourism and hospitality, but there are some studies that tested the rapport between PL and PAB indirectly and in other fields other than tourism and hospitality. some of the relevant papers are as follows. Sparr et al. (2022) have proposed that PL improves employee task performance by strengthening their proactivity. A study by Kundi et al. (2023) have indicated that PL exerts both immediate and mediated impacts on employee performance. This encompasses job performance within designated roles, alongside supplementary behaviors like innovative work conduct and expressing opinions. These effects are predominantly channeled through employee work engagement. A study by He and Yun (2022) has suggested that PL significantly contributes to positive outcomes in terms of unethical pro-supervisor behavior. The supervisor-subordinate dynamic partly intermediates the connection between PL and immoral pro-supervisor actions 4-We unified the abbreviation to PAB. 5- We unified the abbreviation to PPCF. 6- The theoretical and practical implications are modified as follows, The theoretical implications of this study contribute significantly to the existing literature on paradoxical leadership by providing a deeper understanding of its effects on proactive and innovative work behavior. The research highlights the positive relationship between paradoxical leadership (PL) and proactive employee behavior (PAB), as well as the mediating role of perceived psychological contract fulfillment (PPCF) in this relationship. By integrating these concepts, the study advances theoretical frameworks related to paradoxical leadership and its influence on employee attitudes and behaviors, thereby enriching the discourse on how leaders can effectively navigate contradictions within the workplace. Furthermore, the findings support the notion that paradoxical leadership can enhance employee adaptability and performance by fostering a balanced approach that accommodates competing demands, which is essential in today’s dynamic work environments. From a practical standpoint, the study offers valuable insights for management within the hospitality and tourism industry. It emphasizes the importance of fostering an environment where perceived psychological contract fulfillment is prioritized, as this can enhance proactive work behavior among employees. Leaders are encouraged to adopt paradoxical leadership practices that strike a balance between control and empowerment, thereby creating a supportive atmosphere that encourages employees to voice their opinions and engage proactively. Additionally, the findings suggest that organizations should implement training and development programs to cultivate leaders who can effectively manage paradoxes and contradictions, ultimately leading to improved employee outcomes and organizational performance. By focusing on these practical implications, organizations can better navigate the complexities of modern workplaces and leverage the benefits of paradoxical leadership to drive innovation and adaptability. Competing Interests: No competing interests were disclosed. Close Report a concern COMMENT ON THIS REPORT Views 0 Cite How to cite this report: Dai Y. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.158835.r300309 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v1#referee-response-300309 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 15 Jul 2024 Yuping Dai , Hebei North University (Ringgold ID: 261761), Zhangjiakou, Hebei, China; City University of Macau, Taipa, Macao Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.158835.r300309 I read your paper excitedly. employees’ proactive work behavior is an important issue in tourism and hospitality sector. Overall, the structure of this article is complete, the logic is coherent, and it shows a certain degree of innovation. The data ... Continue reading READ ALL I read your paper excitedly. employees’ proactive work behavior is an important issue in tourism and hospitality sector. Overall, the structure of this article is complete, the logic is coherent, and it shows a certain degree of innovation. The data analysis is reasonable. But this paper needs some adds and amendments. My suggestions are : 1.The paper is well written and managed. However, authors need to proceed to a certain proofreading of the document to avoid some syntax or spelling errors. 2. In the "Theoretical concepts and development of hypotheses" section, H1 is not well substantiated. The study needs to prove the relationship between PL and PWB, yet the author repeatedly mentions entrepreneurial leadership and employee behavior. What is the connection between PL and entrepreneurial leadership? How can the relationship between entrepreneurial leadership and employee behavior be used to prove the link between PL and PWB? Additionally, in this section, PWB is an abbreviation for "proactive work behavior," so why is it referred to as PWB after "psychological well-being"? This seems confusing, the authors should carefully review this. 3. In the "Measures" section, "The PAB was measured by..." should it be PAB or PWB? 4. In the "Discussion & Implications" section, the author sometimes uses PCF and sometimes PPCF. Please ensure the abbreviations are consistent throughout. 5. In the 'Discussion & Implications' section, the authors provide an in-depth analysis of their findings, comparing them to relevant studies. However, the theoretical contributions could be more clearly articulated. Additionally, the managerial suggestions lack practicality. Is the work clearly and accurately presented and does it cite the current literature? Yes Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? No source data required Are the conclusions drawn adequately supported by the results? Partly Competing Interests: No competing interests were disclosed. Reviewer Expertise: Organizational behavior:Employee innovative behavior, organizational citizenship behavior, employee proactive personality, leadership, employee green behavior, etc I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Dai Y. Reviewer Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.158835.r300309 ) The direct URL for this report is: https://f1000research.com/articles/13-622/v1#referee-response-300309 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Author Response 22 Oct 2024 Ibrahim Elshaer , Department of Management, College of Business Administration, King Faisal University, Al Ahsa, 380, Saudi Arabia 22 Oct 2024 Author Response Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of ... Continue reading Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- We have clearly and briefly introduced the study variables in the introduction 3- Thank you for your feedback. As for this valued comment, and depending upon a comment by Reviewer 1, we have replaced using self-determination theory by social cognitive theory, and explained how the study incorporated all study variables and their relationships into these three theories as follows; Concepts from theories like social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees' work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfils its commitments. Social cognitive theory guides the investigation into the connection between PL and PAB. Psychological contract theory elucidates the link between PL and PPCF. Lastly, social exchange theory is employed to assess the relationship between PPCF and PAB. 4- We have reordered this section to be as you mentioned, Section 5: Discussion, Section 6: Conclusion, and Section 7: Implications 5- We have added a separate section which is section 8 as follows; Limitations and Future Studies The study was conducted in a specific context (hospitality and tourism industry in Egypt). The generalizability of the findings to other industries or cultural contexts remains to be tested. Cross-cultural comparisons would be valuable to understand the boundary conditions of the proposed relationships. The study's reliance on data from a specific industry in a developing country may restrict the breadth of the conclusions drawn, emphasizing the need for further research with more diverse samples. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. Comparative studies across different countries or regions could shed light on how cultural factors influence the effectiveness of paradoxical leadership. Investigating potential moderating variables that could influence the relationship between paradoxical leadership and employee outcomes would enhance the understanding of these dynamics further. 6- we have supported the literature review with the advised references Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- We have clearly and briefly introduced the study variables in the introduction 3- Thank you for your feedback. As for this valued comment, and depending upon a comment by Reviewer 1, we have replaced using self-determination theory by social cognitive theory, and explained how the study incorporated all study variables and their relationships into these three theories as follows; Concepts from theories like social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees' work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfils its commitments. Social cognitive theory guides the investigation into the connection between PL and PAB. Psychological contract theory elucidates the link between PL and PPCF. Lastly, social exchange theory is employed to assess the relationship between PPCF and PAB. 4- We have reordered this section to be as you mentioned, Section 5: Discussion, Section 6: Conclusion, and Section 7: Implications 5- We have added a separate section which is section 8 as follows; Limitations and Future Studies The study was conducted in a specific context (hospitality and tourism industry in Egypt). The generalizability of the findings to other industries or cultural contexts remains to be tested. Cross-cultural comparisons would be valuable to understand the boundary conditions of the proposed relationships. The study's reliance on data from a specific industry in a developing country may restrict the breadth of the conclusions drawn, emphasizing the need for further research with more diverse samples. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. Comparative studies across different countries or regions could shed light on how cultural factors influence the effectiveness of paradoxical leadership. Investigating potential moderating variables that could influence the relationship between paradoxical leadership and employee outcomes would enhance the understanding of these dynamics further. 6- we have supported the literature review with the advised references Competing Interests: No competing interests were disclosed. Close Report a concern Respond or Comment COMMENTS ON THIS REPORT Author Response 22 Oct 2024 Ibrahim Elshaer , Department of Management, College of Business Administration, King Faisal University, Al Ahsa, 380, Saudi Arabia 22 Oct 2024 Author Response Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of ... Continue reading Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- We have clearly and briefly introduced the study variables in the introduction 3- Thank you for your feedback. As for this valued comment, and depending upon a comment by Reviewer 1, we have replaced using self-determination theory by social cognitive theory, and explained how the study incorporated all study variables and their relationships into these three theories as follows; Concepts from theories like social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees' work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfils its commitments. Social cognitive theory guides the investigation into the connection between PL and PAB. Psychological contract theory elucidates the link between PL and PPCF. Lastly, social exchange theory is employed to assess the relationship between PPCF and PAB. 4- We have reordered this section to be as you mentioned, Section 5: Discussion, Section 6: Conclusion, and Section 7: Implications 5- We have added a separate section which is section 8 as follows; Limitations and Future Studies The study was conducted in a specific context (hospitality and tourism industry in Egypt). The generalizability of the findings to other industries or cultural contexts remains to be tested. Cross-cultural comparisons would be valuable to understand the boundary conditions of the proposed relationships. The study's reliance on data from a specific industry in a developing country may restrict the breadth of the conclusions drawn, emphasizing the need for further research with more diverse samples. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. Comparative studies across different countries or regions could shed light on how cultural factors influence the effectiveness of paradoxical leadership. Investigating potential moderating variables that could influence the relationship between paradoxical leadership and employee outcomes would enhance the understanding of these dynamics further. 6- we have supported the literature review with the advised references Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- We have clearly and briefly introduced the study variables in the introduction 3- Thank you for your feedback. As for this valued comment, and depending upon a comment by Reviewer 1, we have replaced using self-determination theory by social cognitive theory, and explained how the study incorporated all study variables and their relationships into these three theories as follows; Concepts from theories like social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees' work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfils its commitments. Social cognitive theory guides the investigation into the connection between PL and PAB. Psychological contract theory elucidates the link between PL and PPCF. Lastly, social exchange theory is employed to assess the relationship between PPCF and PAB. 4- We have reordered this section to be as you mentioned, Section 5: Discussion, Section 6: Conclusion, and Section 7: Implications 5- We have added a separate section which is section 8 as follows; Limitations and Future Studies The study was conducted in a specific context (hospitality and tourism industry in Egypt). The generalizability of the findings to other industries or cultural contexts remains to be tested. Cross-cultural comparisons would be valuable to understand the boundary conditions of the proposed relationships. The study's reliance on data from a specific industry in a developing country may restrict the breadth of the conclusions drawn, emphasizing the need for further research with more diverse samples. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. Comparative studies across different countries or regions could shed light on how cultural factors influence the effectiveness of paradoxical leadership. Investigating potential moderating variables that could influence the relationship between paradoxical leadership and employee outcomes would enhance the understanding of these dynamics further. 6- we have supported the literature review with the advised references Competing Interests: No competing interests were disclosed. Close Report a concern COMMENT ON THIS REPORT Comments on this article Comments (0) Version 2 VERSION 2 PUBLISHED 11 Jun 2024 ADD YOUR COMMENT Comment keyboard_arrow_left keyboard_arrow_right Open Peer Review Reviewer Status info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Reviewer Reports Invited Reviewers 1 2 3 4 Version 2 (revision) 22 Oct 24 read read read Version 1 11 Jun 24 read read Yuping Dai , Hebei North University (Ringgold ID: 261761), Zhangjiakou, China; City University of Macau, Taipa, Macao Marymagdaline Enow Mbi Tarkang Mary , Istanbul Gelisim University, Istanbul, Turkey Adnan Riaz , University of Illinois Urbana-Champaign, Champaign, USA Ricardo Santa , Colegio de Estudios Superiores de Administración—CESA, Bogotá, Colombia Comments on this article All Comments (0) Add a comment Sign up for content alerts Sign Up You are now signed up to receive this alert Browse by related subjects keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2025 Santa R. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 18 Sep 2025 | for Version 2 Ricardo Santa , Colegio de Estudios Superiores de Administración—CESA, Bogotá, Colombia 0 Views copyright © 2025 Santa R. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Not Approved info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Title of Article: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment The manuscript tackles a relevant and timely subject by examining the influence of paradoxical leadership (PL) on proactive work behavior (PAB), with perceived psychological contract fulfillment (PPCF) as a mediator, in the context of the hospitality and tourism industry in Egypt. This setting adds originality, as leadership studies in developing countries and service-oriented sectors remain underexplored. The paper is generally well organized, employs a sound quantitative approach (PLS-SEM), and provides meaningful theoretical and managerial implications. However, several areas could be further strengthened in terms of theoretical grounding, methodological clarity, and depth of discussion. The abstract should more clearly state the research gap and specify how this work advances existing knowledge. The novelty and applicability to other sectors should also be highlighted. The introduction repeats certain concepts (e.g., definitions of proactivity). It could be shortened and streamlined for clarity. The contextual contribution of studying - Egyptian hospitality is underdeveloped. The authors should clarify why this industry and country context are theoretically significant (e.g., cultural norms, labor dynamics, post-crisis recovery). The definitions of key variables and dimensions are somewhat superficial. Each section would benefit from deeper engagement with literature. The distinction between PL and other leadership theories (e.g., transformational, ambidextrous) should be made explicit to sharpen the contribution. The hypotheses are clear, but the link between PPCF and PAB is weakly justified. Stronger connections should be drawn between psychological contracts and proactive behaviors. Overreliance on certain sources (e.g., Zhang et al.) should be balanced with additional foundational works (e.g., Crant, 2000; Parker & Bindl, 2010). The statement that participants had “at least three years of experience” lacks verification. The authors should explain how this was confirmed. Although the study employs a multi-wave design, the two-month interval may not fully reduce common method bias. I recommend including a subsection reporting early vs. late response bias and a test for common method variance (e.g., Harman’s single-factor test). The reliance on convenience sampling should be discussed more critically, with explicit implications for generalizability. The sample shows a gender imbalance (82% male). This limitation should be acknowledged and framed as a boundary condition. The tables, especially those for AVE and composite reliability, lack clarity and consistency in labeling. These should be reformatted for easier interpretation. Effect sizes (e.g., β = 0.293) are statistically significant, but the practical significance should be discussed more explicitly. The discussion tends to restate results. It should more critically compare findings with prior studies, highlighting similarities, contradictions, and unique contributions. Managerial implications should be linked to specific practices such as leadership development programs, HR policies, or performance management systems. The limitations section is appropriate but could be expanded to include: Cultural influences (e.g., collectivism, hierarchical workplace norms in Egypt). Industry-specific challenges (e.g., post-COVID recovery in tourism). Potential moderators such as organizational support, employee resilience, organizational culture, or organizational citizenship behavior. Other Issues Consistency in spelling should be ensured; American English is recommended. Headings and hypotheses should state the full variable names for clarity. The concept of innovation is used broadly; specify whether this refers to product, process, service, or organizational innovation. Recommendation While the manuscript addresses an important topic and has the potential to make a valuable contribution, it currently requires major revisions to strengthen its theoretical positioning, methodological rigor, and critical discussion. In its present form, the paper does not meet the standards of indexing, and I cannot recommend acceptance at this stage. A substantially revised version that addresses the concerns outlined in this review could, however, make a meaningful addition to the literature. Is the work clearly and accurately presented and does it cite the current literature? No Is the study design appropriate and is the work technically sound? No Are sufficient details of methods and analysis provided to allow replication by others? No If applicable, is the statistical analysis and its interpretation appropriate? No Are all the source data underlying the results available to ensure full reproducibility? Partly Are the conclusions drawn adequately supported by the results? Partly Competing Interests No competing interests were disclosed. Reviewer Expertise Operations Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to state that I do not consider it to be of an acceptable scientific standard, for reasons outlined above. reply Respond to this report Responses (0) Santa R. Peer Review Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r407123) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-407123 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2025 Riaz A. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 06 Feb 2025 | for Version 2 Adnan Riaz , University of Illinois Urbana-Champaign, Champaign, Illinois, USA 0 Views copyright © 2025 Riaz A. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Introduction Please provide more clarification about a gap in the study. Also, tell the reader which approach is "gap spotting" or "problematization." The introduction lacks theoretical contribution and should be written throughout this section. What are the research objectives?? These should be clearly written. Literature review The literature review lacks coherence in the overview of the selected variables, theoretical foundation, and arguments for hypothesis development. A detailed explanation is required under the heading “Theoretical Foundation” about the key underpinning theory and how it provides support to the entire model / hypothesized relationships. Arguments pertaining to developing hypotheses are weak, especially for the mediating paths. Methodology Detail is required about how the author collected the responses. For time-lagged study, a mediated model is driven in three different time waves. How the author would justify the data collection at two points of time? Secondly, how the matchmaking is made when the 500 questionnaires were shared at two point of time? The procedure is ambiguous and unclear. Separately provide details about the measures and items set for each of the variables/construct with already reported alpha values. Data Analysis For the analysis, the author needs to specify the control variables. Model indices may also be presented to know the model fit. Tables presented in discussions, need to be merged in the analysis part. Discussion’s and findings Discussion part may highlight, the findings in detail. Provide the justification of results obtained. Compare with the previous findings with reference (supportive and contradictory). Practical and theoretical implications Practical and theoretical implications should be separated. Highlight the role of HR in implications for practices. Other suggestions A proof reading is required to fix language/grammatical issues and to enhance the quality of the manuscript. Correct the following mistakes and review whole document again. ZHANG et al. (2022) heiproactiveands entail a proactive behavior from individuals, PL just emerged without any previous connectivity and explanation After eliminating the incompetent Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Partly Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Partly Are all the source data underlying the results available to ensure full reproducibility? Yes Are the conclusions drawn adequately supported by the results? Partly Competing Interests No competing interests were disclosed. Reviewer Expertise Organizational Behavior I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (0) Riaz A. Peer Review Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r345315) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-345315 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2024 Dai Y. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 11 Nov 2024 | for Version 2 Yuping Dai , Hebei North University (Ringgold ID: 261761), Zhangjiakou, Hebei, China; City University of Macau, Taipa, Macao 0 Views copyright © 2024 Dai Y. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions I have carefully reviewed your manuscript again and offer the following suggestions for improvement: 1. To maintain alignment with the title and abstract, I would recommend adjusting the keywords to reflect the specific focus of your study. Specifically, could you consider changing "proactive behavior" to "proactive work behavior" and "psychological contract" to "perceived psychological contract fulfilment"? 2. In the introduction section, you state, "Concepts from social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees’ work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfills its commitments." This assertion would be significantly strengthened by citing relevant literature that supports this viewpoint. 3. You have introduced several theories in the introduction, including social cognitive theory, psychological contract theory, and social exchange theory while these theories are not effectively integrated into the research question. Competing Interests No competing interests were disclosed. Reviewer Expertise Organizational behavior:Employee innovative behavior, organizational citizenship behavior, employee proactive personality, leadership, employee green behavior, etc I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (0) Dai Y. Peer Review Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.172307.r333834) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/13-622/v2#referee-response-333834 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2024 Tarkang Mary M. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 05 Sep 2024 | for Version 1 Marymagdaline Enow Mbi Tarkang Mary , Istanbul Gelisim University, Istanbul, Turkey 0 Views copyright © 2024 Tarkang Mary M. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (1) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Comment For F100000 Dear Editor, thank you for the opportunity to review this manuscript titled " Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment". I will also like to thank you for your patience The manuscript has been well written, however, I have some few suggestions for authors to take into consideration before this paper can be considered for indexing. The introduction needs more elaboration and concision, however, also I suggest the authors to clearly state the research purpose and objectives of the study in the introduction section Authors can clearly but briefly introduce study variables well in the introduction The study have used three different theories self-determination theory, Psychological contract theory and social exchange theory. How did the study incorporate all study variables and their relationships into these three theories. The methodology has been well written and the results well explained Can the conclusion come after the discussion and before the implications? Can authors give the limitations of the propose recommendations for future studies? This can be proofread again for better understanding and clarity. For greater improvement on the literature I would like the authors to cite the following articles (Alola et al.,2023)(Ref-1) (Tarkang et al.,2020)(Ref-2) Authors should take out time to carefully address the above concerns, then can the manuscript be considered for approval Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Yes If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? Yes Are the conclusions drawn adequately supported by the results? Yes References 1. Alola U, Alafeshat R, Tarkang M, Lafmajani S: Can Paradoxical Leadership Be the Game Changer in Driving Organisations against Negative Practices?. European Journal of Tourism, Hospitality and Recreation . 2023; 13 (2): 252-265 Publisher Full Text 2. Tarkang M, Nange R, Ozturen A: Inspiring employee voice throughleader–member exchange. Journal of Public Affairs . 2022; 22 (1). Publisher Full Text Competing Interests No competing interests were disclosed. Reviewer Expertise Social sciences and more focus on tourism and hospitality, organizational leadership organizational behavior, Human resource management, marketing, service quality, customer satisfaction in the service industry sustainable employee development, Employee sustainability, employee relations and sustainability in business I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (1) Author Response 22 Oct 2024 Ibrahim Elshaer, Department of Management, College of Business Administration, King Faisal University, Al Ahsa, 380, Saudi Arabia 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- According to your advice, the entire paper has been proofread. 3- Thank you for this remark. We have modified this section to be as follows, As mentioned previously, there is no studies that examined a direct relationship between PL and PAB in the field of tourism and hospitality, but there are some studies that tested the rapport between PL and PAB indirectly and in other fields other than tourism and hospitality. some of the relevant papers are as follows. Sparr et al. (2022) have proposed that PL improves employee task performance by strengthening their proactivity. A study by Kundi et al. (2023) have indicated that PL exerts both immediate and mediated impacts on employee performance. This encompasses job performance within designated roles, alongside supplementary behaviors like innovative work conduct and expressing opinions. These effects are predominantly channeled through employee work engagement. A study by He and Yun (2022) has suggested that PL significantly contributes to positive outcomes in terms of unethical pro-supervisor behavior. The supervisor-subordinate dynamic partly intermediates the connection between PL and immoral pro-supervisor actions 4-We unified the abbreviation to PAB. 5- We unified the abbreviation to PPCF. 6- The theoretical and practical implications are modified as follows, The theoretical implications of this study contribute significantly to the existing literature on paradoxical leadership by providing a deeper understanding of its effects on proactive and innovative work behavior. The research highlights the positive relationship between paradoxical leadership (PL) and proactive employee behavior (PAB), as well as the mediating role of perceived psychological contract fulfillment (PPCF) in this relationship. By integrating these concepts, the study advances theoretical frameworks related to paradoxical leadership and its influence on employee attitudes and behaviors, thereby enriching the discourse on how leaders can effectively navigate contradictions within the workplace. Furthermore, the findings support the notion that paradoxical leadership can enhance employee adaptability and performance by fostering a balanced approach that accommodates competing demands, which is essential in today’s dynamic work environments. From a practical standpoint, the study offers valuable insights for management within the hospitality and tourism industry. It emphasizes the importance of fostering an environment where perceived psychological contract fulfillment is prioritized, as this can enhance proactive work behavior among employees. Leaders are encouraged to adopt paradoxical leadership practices that strike a balance between control and empowerment, thereby creating a supportive atmosphere that encourages employees to voice their opinions and engage proactively. Additionally, the findings suggest that organizations should implement training and development programs to cultivate leaders who can effectively manage paradoxes and contradictions, ultimately leading to improved employee outcomes and organizational performance. By focusing on these practical implications, organizations can better navigate the complexities of modern workplaces and leverage the benefits of paradoxical leadership to drive innovation and adaptability. View more View less Competing Interests No competing interests were disclosed. reply Respond Report a concern Tarkang Mary MEM. Peer Review Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.158835.r310527) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/13-622/v1#referee-response-310527 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2024 Dai Y. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 15 Jul 2024 | for Version 1 Yuping Dai , Hebei North University (Ringgold ID: 261761), Zhangjiakou, Hebei, China; City University of Macau, Taipa, Macao 0 Views copyright © 2024 Dai Y. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (1) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions I read your paper excitedly. employees’ proactive work behavior is an important issue in tourism and hospitality sector. Overall, the structure of this article is complete, the logic is coherent, and it shows a certain degree of innovation. The data analysis is reasonable. But this paper needs some adds and amendments. My suggestions are : 1.The paper is well written and managed. However, authors need to proceed to a certain proofreading of the document to avoid some syntax or spelling errors. 2. In the "Theoretical concepts and development of hypotheses" section, H1 is not well substantiated. The study needs to prove the relationship between PL and PWB, yet the author repeatedly mentions entrepreneurial leadership and employee behavior. What is the connection between PL and entrepreneurial leadership? How can the relationship between entrepreneurial leadership and employee behavior be used to prove the link between PL and PWB? Additionally, in this section, PWB is an abbreviation for "proactive work behavior," so why is it referred to as PWB after "psychological well-being"? This seems confusing, the authors should carefully review this. 3. In the "Measures" section, "The PAB was measured by..." should it be PAB or PWB? 4. In the "Discussion & Implications" section, the author sometimes uses PCF and sometimes PPCF. Please ensure the abbreviations are consistent throughout. 5. In the 'Discussion & Implications' section, the authors provide an in-depth analysis of their findings, comparing them to relevant studies. However, the theoretical contributions could be more clearly articulated. Additionally, the managerial suggestions lack practicality. Is the work clearly and accurately presented and does it cite the current literature? Yes Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? No source data required Are the conclusions drawn adequately supported by the results? Partly Competing Interests No competing interests were disclosed. Reviewer Expertise Organizational behavior:Employee innovative behavior, organizational citizenship behavior, employee proactive personality, leadership, employee green behavior, etc I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (1) Author Response 22 Oct 2024 Ibrahim Elshaer, Department of Management, College of Business Administration, King Faisal University, Al Ahsa, 380, Saudi Arabia Thank you for these comments. We have fully complied with all your constructive comments. 1- We thank the reviewer for this comment. We have stated the research purpose and objectives of the study in the introduction section 2- We have clearly and briefly introduced the study variables in the introduction 3- Thank you for your feedback. As for this valued comment, and depending upon a comment by Reviewer 1, we have replaced using self-determination theory by social cognitive theory, and explained how the study incorporated all study variables and their relationships into these three theories as follows; Concepts from theories like social cognitive theory, psychological contract theory, and social exchange theory (SET) propose that employees' work behavior is shaped by their perceptions of the employment relationship and how well their organization fulfils its commitments. Social cognitive theory guides the investigation into the connection between PL and PAB. Psychological contract theory elucidates the link between PL and PPCF. Lastly, social exchange theory is employed to assess the relationship between PPCF and PAB. 4- We have reordered this section to be as you mentioned, Section 5: Discussion, Section 6: Conclusion, and Section 7: Implications 5- We have added a separate section which is section 8 as follows; Limitations and Future Studies The study was conducted in a specific context (hospitality and tourism industry in Egypt). The generalizability of the findings to other industries or cultural contexts remains to be tested. Cross-cultural comparisons would be valuable to understand the boundary conditions of the proposed relationships. The study's reliance on data from a specific industry in a developing country may restrict the breadth of the conclusions drawn, emphasizing the need for further research with more diverse samples. It is essential to acknowledge that the precise outcomes and implications regarding the intermediary function of perceived psychological contract fulfillment within the interplay of paradoxical leadership and proactive employee work behavior may necessitate additional research and exploration, especially within the context of the hospitality and tourism industry. Comparative studies across different countries or regions could shed light on how cultural factors influence the effectiveness of paradoxical leadership. Investigating potential moderating variables that could influence the relationship between paradoxical leadership and employee outcomes would enhance the understanding of these dynamics further. 6- we have supported the literature review with the advised references View more View less Competing Interests No competing interests were disclosed. reply Respond Report a concern Dai Y. Peer Review Report For: Paradoxical Leadership and Employee Proactive Work Behavior: Exploring the Mediating Role of Perceived Psychological Contract Fulfillment. [version 2; peer review: 3 approved with reservations, 1 not approved] . F1000Research 2024, 13 :622 ( https://doi.org/10.5256/f1000research.158835.r300309) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/13-622/v1#referee-response-300309 Alongside their report, reviewers assign a status to the article: Approved - the paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. 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