Abstract: Paradoxical leadership, recognized as an emerging leadership style, has been identified in previous research as having beneficial effects on individuals, teams, and organizational performance. However, the exploration of its potential drawbacks remains necessary. This study employs the social information processing theory to devise a moderated mediation model, examining the roles of paradoxical leadership, role ambiguity, unethical pro-organizational behavior, and contradictory thinking. An empirical analysis of data from 300 samples collected over various time frames reveals that paradoxical leadership notably enhances unethical pro-organizational behavior among employees. Role ambiguity serves as a mediating factor in this dynamic. Additionally, contradictory thinking is found to attenuate the link between paradoxical leadership and role ambiguity, thereby influencing the mediating role of role ambiguity in the interplay between paradoxical leadership and unethical pro-organizational behavior negatively. These findings contribute to a broader understanding of the impacts and repercussions of paradoxical leadership, offering valuable insights for organizations seeking to mitigate its adverse effects.