Paradoxes of Power and Leadership: A Key Business Idea

Cover
Half Title
Endorsement
Title Page
Copyright Page
Table of Contents
Acknowledgements
About the authors
Glossary
Introduction
	Both Equal and Different
	Paradoxical Leadership As a Meta-Competence
	A Guide to this Volume
		Crossing Types and Levels of Paradox
	A Sketch of Each Chapter
	Challenges Rather Than Absurdities
	Conclusion
1 Leadership and Paradox
	Neither a Morality Tale Nor a Manichean View
	Implications of Power-To
	What Is Leadership?
		Leadership As Competency Than Can Be Learned
		Results and Ethics
		From a Leader-Centric to a Leader-Centric-Follower-Centric Approach
		Capacity to Articulate Tensions
	Leadership As Process
		A Relational Process
	Implications of the Processual Nature of Leadership
	Leadership As Pluralistic
		Diffuse Power
		Divergent Objectives
		Competing Logics
	Leadership and Paradox
	An Introduction to Paradox
		Opposite But Mutually Defining Forces – That Interact and Persist
		Contradiction
		Persistence
		A Classification of Paradoxes
	Difficulties With Navigating Paradoxes
		Paradoxes are Nested
		Difficult to Detect
	A Paradoxical Mindset Or Orientation
	Paradoxical Leadership in a Nutshell
	Paradox Dont’s
		Taking Consistency As Sacred Cow
		Representing Paradox As Strange
		Representing Paradox As Positive
		Representing Paradox As Recipe
	Conclusion
	Guide for Further Exploration
	Notes
2 Paradoxes of Self-Leadership
	Leading Oneself and One’s Self
	Why Is Self-Leadership Paradoxical?
		Janus-like Leadership
		Chameleonic Leadership
		Level 5 Leadership
	Paradoxes and the Self
	Self and the Paradoxes of Performing
		Self-goals
		Independence Versus Interdependence
		Intuition Versus Rationality
	Self and the Paradoxes of Learning
		Paradox of Excellence
		Humbition
		Grit
	Self and the Paradoxes of Belonging
		Similar and Different
		Role Makers and Rule Breakers
		Talking to Listen to Oneself
	Self and the Paradoxes of Organizing
		Project Leadership
		Define Priorities
	How to Manage the Paradoxes of Self-Leadership
	Natural Propensity Towards One of the Poles
		Lack of Self-Awareness
		Reflexivity
		Mindsets
	Conclusion
	Guide for Further Exploration
	Notes
3 Paradoxes of Dyadic Relationships
	“The Backbone of Successful Organizations”
	Why Are Dyadic Relationships Paradoxical?
	Tensions in Dyadic Interactions
	Paradoxes at the Dyadic Level
	Dyads and the Paradoxes of Performing
		The Paradox of Equality and Difference
		Star Performers
		Tough Love
	Dyads and the Paradoxes of Learning
		Multiplying Versus Diminishing
		Learning Dyads (I): Coaching
		Learning Dyads (II): Reverse Coaching
	Dyads and the Paradoxes of Power and Belonging
		Intimacy in the Absence of Intrusion
		Empathy
		Helping Behaviours
	Dyads and the Paradoxes of Organizing
		Reciprocity
		Contradictory Obligations
		Dis/empowering
	Managing Dyadic Paradoxes
	Conclusion
	Guide for Further Exploration
4 Paradoxes of Team Dynamics
	Teams Are Not Collections of Individuals
	Why Are Teams Paradoxical?
	Teams and the Paradoxes of Performing
		Performance
		Cohesiveness
		Team Versus Individual Goals
	Teams and the Paradoxes of Learning
		Psychological Safety and Accountability
		Team Porosity
		Expose Your Team to Different Logics
	Teams and the Paradoxes of Belonging
		The Hedgehog Effect
		Consensus and Dissent
		Winning and Losing
	Teams and the Paradoxes of Organizing
		Team Fault Lines
		Less Hierarchical Designs
	X-teams
	How to Manage Team Paradoxes
		Confronting Groupthink
		Virtual Teams
		Teaming Rather Than Teams
	Conclusion
	Guide for Further Exploration
	Note
5 Paradoxes at Organizational Level
	Diverse and (In)compatible Goals
	Why Are Organizations Paradoxical?
	Leading Organization and the Paradoxes of Performing
		The Paradox of Meritocracy
		Planning and Improvising
		Governance Mechanisms
	Leading Organizations and the Paradoxes of Learning
		Ambidexterity
		Forgetting to Learn and Learning to Forget
		Enabling Environments
	Leading Organizations and the Paradoxes of Belonging
		Constructive Dissent
		Citizen Leaders
		Dispersed Community
	Leading Organizations and the Paradoxes of Organizing
		Freedom Within a Framework
		Competing Logics
		Elastic Hybridity
	How to Manage the Paradoxes of Organization?
		Solutions Becoming Problems
		From Hierarchies to Agile Designs
		Supporting Actors
	Conclusion
	Guide for Further Exploration
	Notes
6 Recurring Paradoxes and ten Lines of Action
	Wise Leadership – a Complicated and Paradoxical Endeavour
	Why Do Some Paradoxes Recur?
		Handling the “Ongoing Puzzle”
		Four Recurring Paradoxes
	Paradox of Excellence – Or the Tension Between Evolving or Getting Stuck
	Paradoxes of Power – Or the Tension Between Humility and Hubris
	Paradoxes of Proximity and Distance – Or the Tension Between the Parts and the Whole
	Paradoxes of Authenticity – Or the Tension Between Integration and Differentiation
	On Managing Recurring Paradoxes: Ten Paradoxical Lines of Action
		Be Curious About Contradiction
		Synthesize Confidence and Caution
		Promote Time for Reflection and to Engage Deeply With Context
		Develop a Synthetizing Multi-Perspectival Mindset
		Embrace Opposition
		Use Experience to Support Improvisation
		Interrogate the Meaning of Goodness
		Assume That the Solution May Be the Problem
		Cultivate Jestership and Embrace Criticism
		Consider Disruption of the Status Quo – and reflect On black Swan Scenarios
	New Normal, New Paradoxes
		New Technologies
		Climate Change
	Grand Challenges
	A Final Paradoxical Word
	Notes
References
Index