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Advisor(s)
Abstract(s)
The paradoxical side of leadership is being increasingly studied by management and organization scholars. Organizational paradox theory has generally favored a synergistic understanding of paradoxical tensions, seen as opportunities to obtain competitive advantage through the generative integration of opposing but equally desirable results. Less attention has been given to the other side of paradoxical tensions: as destructive forces. We explore this darker side of paradox by discussing how leadership may impose irrational absurdities in the form of pragmatic paradoxes (self-defying demands that cannot be discussed or realized), and suggest ways to mitigate or neutralize their destructive effects.
Description
Keywords
Leadership Destructive leadership Organizational paradoxes Pragmatic paradoxes
Citation
Publisher
Edward Elgar Publishing Ltd.