Interest　in　the　influence　of　paradoxical　leadership　in　organizations　is　increasing.　We　explore　whether　such　a　leadership　style　can　truly　benefit　organizations　by　examining　the　effects　of　paradoxical　leadership　on　a　wide　spectrum　of　types　of　employee　performance　(i.e.,　team　performance,　organizational　citizenship　behavior,　and　counterproductive　workplace　behavior)　through　group　harmony.　Using　a　sample　of　195　bank　employees　and　their　39　managers,　we　find　support　for　our　hypothesized　multilevel　model.　Specifically,　the　analyses　show　that　paradoxical　leadership　has　a　significant,　positive　impact　on　group　harmony.　Group　harmony　mediates　the　positive　effect　of　paradoxical　leadership　on　team　performance　and　employees＇　organizational　citizenship　behavior,　as　well　as　the　negative　effect　of　paradoxical　leadership　on　employees＇　counterproductive　work　behavior.　We　discuss　how　these　findings　contribute　to　the　theory　and　practice　of　paradoxical　leadership.