[1] Anderson N., Potocnik K., Zhou J.Innovation and Creativity in Organizations: A State of the Science Review, Prospective Commentary, and Guiding Framework[J]. Journal of Management, 2014, 40(5): 1297-1333. [2] Baron R.M., Kenny D. A. The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations[J]. Journal of Personality and Social Psychology, 1986, 51(6): 1173-1182. [3] Cao Y.K., Xu H. D. Review on the Application of Regulatory Focus Theory in Organizational Management[J]. Chinese Journal of Management, 2017, (8):1254-1262. [4] Deci E.L., Ryan R. M. The“What”and“Why”of Goal Pursuits: Human Needs and the Self Determination of Behavior[J]. Psychological Inquiry, 2000, 11(4): 227-268. [5] Farmer S.M., Tiemey P., Kung-McintyreK. Employee Creativity in Taiwan, China: An Application of Role Identity Theory[J]. Academy of Management Journal, 2003, 46(5): 618-630. [6] Gao R.G., Li S. L. True Gentleman or Hypocrite: The Influence of Humble Leadership and Behavior Consistence on Employees' Affective Commitment[J]. Contemporary Finance & Economics, 2018, (12):83-91. [7] Gevers J.M. P., Demerouti E. How Supervisors' Reminders Relate to Subordinates' Absorption and Creativity[J]. Journal of Managerial Psychology, 2013, 28(6): 677-698. [8] Higgins E.T. Beyond Pleasure and Pain[J]. American Psychologist, 1997, 52(12): 1280-1300. [9] Jiang P., Zhang L.H., Qin G. A Research on Effectiveness of Paradoxical Leader Behavior from the Relational Perspective[J]. Contemporary Finance & Economics, 2019, (8): 71-81. [10] LePine M. A., Zhang Y., Crawford E. R. Turning Their Pain to Gain: Charismatic Leader Influence on Follower Stress Appraisal and Job Performance[J]. Academy of Management Journal, 2016, 59(3): 1036-1059. [11] Li J., Sekiguchi T., Qi J.P. When and Why Skill Variety Influences Employee Job Crafting: Regulatory Focus and Social Exchange Perspectives[J]. Employee Relations, 2020, 42(3): 662-680. [12] Lichtenthaler P.W., Fischbach A. A Meta-analysis on Promotion and Prevention-focused Job Crafting[J]. European Journal of Work and Organizational Psychology, 2019, 28(1): 30-50. [13] Lin S.H., Scott B. A., Matta F. K. The Dark Side of Transformational Leader Behaviors for Leaders Themselves: A Conservation of Resources Perspective[J]. Academy of Management Journal, 2019, 62(5): 1556-1582. [14] Lockwood P., Jordan C.H., Kunda Z. Motivation by Positive or Negative Role Models: Regulatory Focus Determines Who Will Best Inspire Us[J]. Journal of Personality and Social Psychology, 2002, 83(4): 854-864. [15] Morgeson F.P., Derue D. S., Karam E. Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes[J]. Journal of Management, 2020, 36(1): 5-39. [16] Ni X.D., Zhu X. K., Pan C. K. The Relationship between Leadership Style and Job Crafting: Evidence from Meta-Analysis[J]. Human Resources Development of China, 2022, (4): 45-67. [17] Peng W, Li H., Zhou X.Y. A Study of the Cross-Level Impact Mechanism of Paradoxical Leadership on Employee Creativity[J]. Science Research Management, 2020, (12): 257-266. [18] Rothbard N.P. Enriching or Depleting? The Dynamics of Engagement in Work and Family Roles[J]. Administrative Science Quarterly, 2001, 46(4): 655-684. [19] Shao Y., Nijstad B.A., T?uber S. Creativity under Workload Pressure and Integrative Complexity: The Double-Edged Sword of Paradoxical Leadership[J]. Organizational Behavior and Human Decision Processes, 2019, 155(9): 7-19. [20] Smith W.K., Lewis M. W. Toward a Theory of Paradox: A Dynamic Equilibrium Model of Organization[J]. Academy of Management Review, 2011, 36(2): 381-403. [21] Tims M., Bakker A.B., Derks D. The Impact of Job Crafting on Job Demands, Job Resources, and Well-being[J]. Journal of Occupational Health Psychology, 2013, 18(2): 230-240. [22] Tims M., Bakker A.B., Derks, D. Development and Validation of the Job Crafting Scale[J]. Journal of Vocational Behavior, 2012, 80(1): 173-186. [23] Wang Z.H. How Does Paradoxical Leadership Enhance Individual Ambidexterity? The Composite Multiple Mediating Role of Psychological Safety and Thriving at Work[J]. Foreign Economics & Management, 2018, (3): 107-120. [24] Wang Z., Long Y.F., Peng J. The Dark Side of Positive Leadership: A Review and Prospect[J]. Advances in Psychological Science, 2019, (6): 1123-1140. [25] Wrzesniewski A., Dutton J.E. Crafting a Job: Revisioning Employees as Active Crafters of Their Work[J]. Academy of Management Review, 2001, 26(2): 179-201. [26] Wu S.J., Sun Z. Z., Liu X. M., Zhou Z. B. Does Parental Leadership Contribute to Employees' Altruistic Behavior? -- Multiple Mediating Effects Based on Chinese Context[J]. Management Review, 2020, (2): 205-217. [27] Wu Y. J.“Strategic Framework Thinking”,“Paradoxical Integration”,Corporate Competitive Advantage -- Analysis of Ren Zhengfei's Cognitive Model and Management Implications[J]. Management World, 2013, (4): 150-163+166-167+164-165. [28] Zhang H.Y., Li W., Lang Y. Regulatory Focus in Leadership Research: From the Perspective of Paradox Theory[J]. Advances in Psychological Science, 2019, (4): 711-725. [29] Zhang Y., Waldman D.A., Han Y. L., Li X. B. Paradoxical Leader Behaviors in People Management: Antecedents and Consequences[J]. Academy of Management Journal, 2015, 58(2): 538-566. [30] Zhao R.N., Jia J. F., Yan J. Q. A Study of the Influencing Mechanism of HRM Strength on Employees' Creativity: Based on the Dual Intermediary Tests of Ability and Willingness[J]. Contemporary Finance & Economics, 2020, (12): 75-85. [31] Zhu Y.J., Zhang W., Liao J. Q., Wang X. T. You Can Have It Both Ways: Paradoxical Leadership's Concept, Measurement and Mechanism[J]. Human Resources Development of China, 2019, (8): 31-46. |