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Destructive leadership paradoxes

dc.contributor.authorCunha, Miguel Pina e
dc.contributor.authorSimpson, Ace Volkmann
dc.contributor.authorRego, Arménio
dc.contributor.authorBerti, Marco
dc.date.accessioned2024-09-30T10:36:32Z
dc.date.embargo2025-09-17
dc.date.issued2024-09-17
dc.description.abstractThe 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.pt_PT
dc.description.versioninfo:eu-repo/semantics/acceptedVersionpt_PT
dc.identifier.doi10.4337/9781035315925.00022pt_PT
dc.identifier.eid85209862567
dc.identifier.isbn9781035315918
dc.identifier.urihttp://hdl.handle.net/10400.14/46769
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherEdward Elgar Publishing Ltd.pt_PT
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/pt_PT
dc.subjectLeadershippt_PT
dc.subjectDestructive leadershippt_PT
dc.subjectOrganizational paradoxespt_PT
dc.subjectPragmatic paradoxespt_PT
dc.titleDestructive leadership paradoxespt_PT
dc.typebook part
dspace.entity.typePublication
oaire.citation.endPage291pt_PT
oaire.citation.startPage278pt_PT
oaire.citation.titleResearch handbook on destructive leadershippt_PT
rcaap.rightsembargoedAccesspt_PT
rcaap.typebookPartpt_PT

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