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In contemporary organizations, leaders are increasingly required to manage contradictory demands while supporting employees’ psychological resources in dynamic and uncertain work environments. This study examines the effects of paradoxical leadership on two important employee-level outcomes: creative self-efficacy and resilience. Drawing on Social Cognitive Theory and Conservation of Resources Theory, the study aims to explain how leaders who simultaneously balance autonomy and control, flexibility and structure, and support and challenge can strengthen employees’ confidence in generating creative solutions and their capacity to adapt to workplace difficulties. A quantitative research design was employed, using survey data collected from employees working in the Information and Communication Technology sector. The proposed relationships were tested through structural equation modeling, after assessing the reliability and validity of the measurement model. The findings indicate that paradoxical leadership has a significant positive effect on both creative self-efficacy and employee resilience. These results suggest that paradoxical leaders can help employees interpret complexity as manageable, maintain confidence in their creative abilities, and recover more effectively from setbacks. Theoretically, the study contributes to paradoxical leadership research by positioning creative self-efficacy and resilience as key psychological outcomes of paradoxical leader behavior. Practically, the findings suggest that organizations, particularly in technology-intensive sectors, should develop leaders’ capacity for paradoxical thinking and balanced leadership behaviors in order to foster a more creative, adaptive, and resilient workforce.

Theories associated with job satisfaction are based on the principle that all environmental elements could shape entire career satisfaction.  In literature, major studies illustrate that positive and negative emotions are largely associated with job satisfaction. Job satisfaction source is not only job position but also other factors such as the physical and social work environment, relationships with supervisors and colleagues, group culture and management style of the managers.  In this study, it is aimed to evaluate and prioritize the five dimensions of job satisfaction in Zanjan Refah Bank employees: (i) the nature of the job (ii) supervisor, (iii) peer, (iv) promotion and (v) payment. In this study a field research was applied with a survey study. To testify the hypothesis, the Pearson parametric and Friedman test was conducted. The major findings of this study are (i) there is a negative correlation exists between level of education and nature of the job  (ii) job promotion and payment, (iii) there is not any significant differences in job satisfaction between men and women.