Paradoxes of Power and Leadership:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Milton
Taylor & Francis Group
2021
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 online resource (249 pages) |
| ISBN: | 9781351056656 |
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| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 | |
| 505 | 8 | |a 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 | |
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Datensatz im Suchindex
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| author | Cunha, Miguel Pina e |
| author_facet | Cunha, Miguel Pina e |
| author_role | aut |
| author_sort | Cunha, Miguel Pina e |
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| contents | 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 |
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| discipline | Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV047695309 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:57:28Z |
| indexdate | 2024-07-10T09:19:22Z |
| institution | BVB |
| isbn | 9781351056656 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033079302 |
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| publisher | Taylor & Francis Group |
| record_format | marc |
| spelling | Cunha, Miguel Pina e Verfasser aut Paradoxes of Power and Leadership Milton Taylor & Francis Group 2021 ©2021 1 online resource (249 pages) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources 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 Führung (DE-588)4018776-7 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Führung (DE-588)4018776-7 s Unternehmen (DE-588)4061963-1 s DE-604 Clegg, Stewart R. Sonstige oth Rego, Arménio Sonstige oth Berti, Marco Sonstige oth Erscheint auch als Druck-Ausgabe Cunha, Miguel Pina e Paradoxes of Power and Leadership Milton : Taylor & Francis Group,c2021 9781138482838 |
| spellingShingle | Cunha, Miguel Pina e Paradoxes of Power and Leadership 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 Führung (DE-588)4018776-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4061963-1 |
| title | Paradoxes of Power and Leadership |
| title_auth | Paradoxes of Power and Leadership |
| title_exact_search | Paradoxes of Power and Leadership |
| title_exact_search_txtP | Paradoxes of Power and Leadership |
| title_full | Paradoxes of Power and Leadership |
| title_fullStr | Paradoxes of Power and Leadership |
| title_full_unstemmed | Paradoxes of Power and Leadership |
| title_short | Paradoxes of Power and Leadership |
| title_sort | paradoxes of power and leadership |
| topic | Führung (DE-588)4018776-7 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Führung Unternehmen |
| work_keys_str_mv | AT cunhamiguelpinae paradoxesofpowerandleadership AT cleggstewartr paradoxesofpowerandleadership AT regoarmenio paradoxesofpowerandleadership AT bertimarco paradoxesofpowerandleadership |