Understanding the impact of nurse managers’ paradoxical leadership in shaping organizational climate in health services: A cross-sectional study

This study examines the role of nurse managers’ paradoxical leadership behaviors in shaping organizational climate within hospital settings. The increasing complexity, uncertainty, and competing demands of contemporary healthcare organizations have heightened the need for leadership approaches capable of balancing contradictory expectations. Despite growing scholarly interest, evidence regarding the influence of paradoxical leadership on organizational climate and employee related outcomes in healthcare contexts remains limited. To address this gap, a quantitative, cross sectional research design was employed. Data were collected through an online survey administered to nurse managers working in hospitals and measured using established instruments. Relationships among paradoxical leadership behaviors, organizational climate, work engagement, and stress levels were examined. The findings indicate that nurse managers generally demonstrate high levels of paradoxical leadership behaviors, while perceptions of organizational climate are moderate. Paradoxical leadership behaviors were associated with more positive perceptions of organizational climate and favorable work related outcomes. These findings suggest that paradoxical leadership enables nurse managers to respond effectively to complex situations by integrating opposing demands within daily managerial practices. This study contributes to the healthcare management, nursing management and leadership literature by providing empirical evidence on the relevance of paradoxical leadership in hospital environments.