A Paradoxical Leadership Model for Social Entrepreneurs

Engaging With Paradox, Striving for Sustainability: Relating to Public Science and Commercial Research

“…Relationality also poses insights into management approaches premised in integration. Whereas the role of synergy has been mentioned (e.g., across goals and in learning and decision making; Andriopoulos & Lewis, 2009;Smith et al, 2012), this work extends it through the importance of actively relating and realizing financial synergies. Furthermore, relationality underpins the three novel modes of integration enabled through the 2-in-1 approach to external relationships: external reframing, fluid positioning, and economies of scope; we address each in turn.…”

“…In considering differentiation, the novel finding on leading incrementally offers a nuanced understanding of relational intersections between role identity and leadership. Whereas the paradox literature has addressed leadership, for example, through cultivating a paradoxical vision and thinking skills (Andriopoulos & Lewis 2009; Bednarek et al, 2012; Smith, Besharov, Wessels, & Chertok, 2012), this work points to leadership premised in relationality that initially involves following. Though apparently counterintuitive, it is an important step to ally with a client and reshape their interests.…”

From Transformational Leadership to Leadership Trans-Formations: A Critical Dialogic Perspective

“…The consideration of material actants that call into being human actors' ecological embeddedness, and are in turn presentified by them, crucially extends mainstream transformational leadership. Finally, the tripartite naming of identities, processes, and concepts might be methodologically useful when considering new directions in change‐focused leadership, such as paradoxical leadership (e.g., Smith, Besharov, Wessels, & Chertok, ). The perspective outlined here extends this research by providing key sites—identities, processes, and concepts—to locate paradox and ongoing shifts, while downplaying the “finalizability” of resolution.…”

Sob pressão: como líderes reagem a ameaças à identidade relacionada a sua liderança paradoxal

“…Em um mercado de trabalho cada vez mais competitivo, organizações têm buscado contratar e formar líderes capazes de gerenciar demandas contraditórias (W. K. Smith & Lewis, 2011) e suas tensões resultantes (Cavalcanti, Felix, & Mainardes, 2022). Espera-se, por exemplo, que líderes sejam capazes de enfatizar valores organizacionais sociais, ao mesmo tempo que incentivam o alcance de metas financeiras (W. K. Smith, Besharov, Wessels, & Chertok, 2012), de promover a implementação de padrões simultaneamente à adoção de práticas de inovação (Shao, Nijstad, & Täuber, 2019) e de liderar com base em regras coletivas, sem deixar de considerar necessidades individuais (Volk, Waldman, & Barnes, 2022). Assim, gerenciar essas demandas paradoxais tem sido cada vez mais relevante para indivíduos em posição de liderança (Sousa et al, 2022).…”

“…Enquanto os desenvolvimentos teóricos sobre liderança paradoxal são relativamente recentes (Pearce, Wassenaar, Berson, & Tuval-Mashiach, 2019; W. K. Smith et al, 2012;Volk et al, 2022;Zhang et al, 2015), no nível organizacional a ideia de paradoxos tem sido discutida há mais tempo (Gibson & Birkinshaw, 2004;O'Reilly & Tushman, 2008;Raisch & Birkinshaw, 2008; W. K. Smith et al, 2012). Com isso, avanços já identificados na literatura de paradoxos organizacionais precisam ser aprofundados também no nível individual de análise.…”