Objective: This study aims to investigate the effect of contradictory leader behaviors on organizational stagnation through job procrastination. Theoretical framework: The study is based on the theoretical framework of cognitive dissonance theory and social learning theory. Cognitive dissonance theory suggests that individuals experience discomfort when they experience conflicting thoughts or behaviors, while social learning theory suggests that individuals learn behaviors by observing and imitating others. Method: This study utilized a quantitative research design. A sample of [insert number of participants] employees from [insert organization(s)] completed surveys that assessed their perceptions of contradictory leader behaviors, job procrastination, and organizational stagnation. Data was analyzed using structural equation modeling to test the hypothesized relationships. Results and conclusion: Findings revealed that contradictory leader behaviors positively influenced job procrastination, which in turn positively impacted organizational stagnation. The study concludes that contradictory leader behaviors can lead to job procrastination among employees, which in turn can contribute to organizational stagnation. Implications of the research: The findings of this study have important implications for organizations seeking to avoid stagnation and promote productivity. Organizations can benefit from developing leaders who provide clear and consistent guidance to employees, and from promoting timely completion of tasks among employees to prevent job procrastination. Originality/value: This study contributes to the literature on leadership and organizational behavior by examining the relationship between contradictory leader behaviors, job procrastination, and organizational stagnation. The study highlights the importance of considering the impact of leaders' behaviors on employee behavior and organizational outcomes.