Abstract
Grounded in paradox theory and social learning theory, this study develops a model wherein paradoxical leadership behaviour (PLB) shapes both individual paradox mindset (I-PM) and team paradox mindset (T-PM), thereby encouraging constructive conflict and, ultimately, fostering team innovation. We also investigate moderating effects of leader–member exchange (LMX) and empowering leadership (EPL). The proposed model was tested using 303 employee data in cross-functional teams. The results indicate that PLB significantly enhances I-PM and T-PM, which then positively impact constructive conflict and boost team innovation. Moreover, EPL intensifies the indirect effects of I-PM, whereas LMX shows no moderating influence. By introducing T-PM as a distinct team-level construct, this study demonstrates how paradoxical leadership, complemented by EPL, can channel conflicts into innovative outcomes. Findings underscore the importance of both individual and team-level mindsets in maximising cross-functional collaboration.