Navigating Paradoxical and Ambidextrous Leadership in High-Quality LMX Relationships: Moral Licensing and Ethical Double Standards

This study investigates the interaction of paradoxical and ambidextrous leadership within high-quality leader-member exchange (LMX) relationships and their combined impact on key organizational outcomes ‒ employee innovation, resilience, and ethical behavior. Employing a robust mixed-methods approach, the research looks to integrate quantitative analyses of survey data with qualitative insights from semi-structured interviews. Quantitative assessments include multiple regression, Pearson correlations, and moderation analyses based on responses from the 12-item LMX-MDM survey (Liden & Maslyn, 1998) and the Paradoxical Leadership Scale (Zhang et al., 2015). Additionally, reflective journaling systematically addresses and mitigates potential researcher biases related to inherent power dynamics in leader-member interactions. Qualitative findings aim to deepen understanding by exploring nuanced subjective experiences, revealing conditions under which these adaptive leadership styles effectively manage complex organizational demands. By delineating specific mechanisms through which paradoxical and ambidextrous leadership influence innovation, resilience, and ethics, this study aims to provide actionable guidance for enhancing leadership effectiveness, employee well-being, and ethical practices. This contribution intends to significantly extend existing literature by clarifying how adaptive leadership styles ethically navigate organizational complexities within differentiated relational contexts.