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- Resilient leadership as paradox work: notes from COVID-19Publication . Giustiniano, Luca; Cunha, Miguel Pina e; Simpson, Ace V.; Rego, Arménio; Clegg, Stewart
- The optimism-pessimism ratio as predictor of employee creativity: the promise of dualityPublication . Rego, Arménio; Cunha, Miguel Pina e; Júnior, Dálcio Reis; Anastácio, Cátia; Savagnago, MorielPurpose: The purpose of this paper is to study if the employees’ optimism-pessimism ratio predicts their creativity. Design/methodology/approach: In total, 134 employees reported their optimism and pessimism, and the respective supervisors described the employees’ creativity. Findings: The relationship between the optimism-pessimism ratio and creativity is curvilinear (inverted U-shaped); beyond a certain level of the optimism-pessimism ratio, the positive relationship between the ratio and creativity weakens, suggesting that the possible positive effects of (high) optimism may be weakened by a very low level of pessimism. Research limitations/implications: Being cross-sectional, the study examines neither the causal links between the optimism-pessimism ratio and creativity nor other plausible causal links. The study was carried out at a single moment and did not capture the dynamics that occur over the course of time involving changes in optimism/pessimism and creativity. Future studies may adopt longitudinal or quasi-experimental designs. Practical implications: Managers and organizations must consider that, even though positivity promotes creativity, some level of negativity may help positivity to produce creativity. Originality/value: This study suggests that scholars who want to study the antecedents of creativity (and innovation) must be cautious in focusing only on the positive or the negative sides of individuals’ characteristics, and rather they must explore the interplay between both poles. Individuals may experience both positive and negative states/traits (Smith et al., 2016), and this both/and approach may impel them to think divergently, to challenge the status quo and to propose “out the box” and useful ideas.
- Stewardship as process: a paradox perspectivePublication . Cunha, Miguel Pina e; Rego, Arménio; Clegg, Stewart; Jarvis, Walter P.Long-term stewardship is usually represented as a stable structural condition and portrayed as a source of competitive advantage to firms (including family businesses) that use it as a mode of governance. Less is known about how organizations engage with stewardship as a process. We embrace a process approach to report a case study about the unfolding of stewardship in a multi-business family group. We conclude that stewardship is a process marked by critical tensions and paradoxes; by exploring the nature of these we uncover further dimensions and responses to the paradoxes of stewardship.
- Speak! paradoxical effects of a managerial culture of ‘speaking up’Publication . Cunha, Miguel Pina e; Simpson, Ace Volkmann; Clegg, Stewart R.; Rego, ArménioWe explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’.We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.
- The perceived impact of leaders’ humility on team effectiveness: an empirical studyPublication . Rego, Arménio; Cunha, Miguel Pina e; Simpson, Ace VolkmannWe assess the perceived impact of leaders’ humility (both self and other-reported) on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders (plus 307 subordinates, 96 supervisors, and 656 peers of those leaders) participate in the study. The findings suggest that humility in leaders (as reported by others/peers) is indirectly (i.e., through balanced processing) related to leaders’ perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports (rather than self-reports) to measure humility, and suggests adding humility to the authentic leadership research agenda.