Paradoxical leadership and counterproductive work behavior in hospitality: the roles of emotional dissonance, surface acting and ambiguity tolerance

Abstract

Purpose This study examines the effects of paradoxical leadership on frontline employees in five-star hotels through the lens of emotional labor theory, conservation of resources (COR) theory, and paradox theory. Paradoxical leadership, defined as enacting contradictory behaviors, is considered flexible but can have varying impacts in emotionally demanding settings. Design/methodology/approach Quantitative survey data were collected from a sample of 438 hotel employees in Egypt and analyzed using PLS-SEM. Findings Results show that paradoxical leadership, reflected in its five dimensions, increases emotional dissonance. This dissonance heightens employees’ reliance on surface acting, which, in turn, leads to counterproductive work behaviors (CWB). Sequential mediation analysis confirms that paradoxical leadership indirectly contributes to CWB via emotional dissonance and surface acting. Additionally, ambiguity tolerance weakens the positive link between surface acting and CWB, highlighting its protective role in emotionally demanding roles. Research limitations/implications These findings clarify paradoxical leadership’s effects as context-dependent. They extend emotional labor and COR theories by demonstrating how leadership-induced emotional strain drives employee deviance. Practically, leaders should clarify expectations, provide emotional support and align HR policies with employees’ tolerance for ambiguity. Originality/value This study provides one of the first empirical examinations of the negative consequences of paradoxical leadership in hotel settings, highlighting its emotional and behavioral implications.