Umfang:
1 online resource (249 pages)
ISBN:
9781351056656
Anmerkung:
Description based on publisher supplied metadata and other sources
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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
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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
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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
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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
Weitere Ausg.:
Erscheint auch als Druck-Ausgabe Cunha, Miguel Pina e Paradoxes of Power and Leadership Milton : Taylor & Francis Group,c2021 ISBN 9781138482838
Sprache:
Englisch
Fachgebiete:
Wirtschaftswissenschaften
,
Psychologie
Schlagwort(e):
Führung
;
Unternehmen
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