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Rikke Kristine Nielsen, Frans Bévort, Thomas Duus Henriksen, Anne-Mette Hjalager og Danielle Bjerre Ly
(2023)
De Gruyter
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Navigating Leadership Paradox: Engaging Paradoxica Thinking in Practice
(2023)
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Detaljer om varen
- 1. Udgave
- Vital Source searchable e-book (Reflowable pages)
- Udgiver: De Gruyter (Juli 2023)
- Forfattere: Rikke Kristine Nielsen, Frans Bévort, Thomas Duus Henriksen, Anne-Mette Hjalager og Danielle Bjerre Ly
- ISBN: 9783110788921
One of the most significant management challenges in modern companies and organizations is dealing with unavoidable, complex paradoxes. Today’s world is multidimensional, multipolar, and multipurpose, and increasingly, classic management challenges such as leadership vs. management; exploitation vs. exploration, virtual vs. physical presence, economic sustainability vs. environmental sustainability, localization vs. globalization, etc. assume the characteristics of paradoxes rather than problems or dilemmas. Leadership of paradox is not about making a decision once and for all or prioritizing tough trade-offs, but about navigating between opposing considerations. Navigating Leadership Paradox argues that academic knowledge pools can support leaders’ decision-making and sense-making in organizations and navigating paradoxes. The book outlines a practical pathway for management leaders and professionals for steering through paradox using 5 phases, 10 paradoxes, 15 tools, 20 cases, and 25 learning points. It delineates how to identify a paradox by assessing the nature of your challenge and discusses the appropriate courses of action individually as well in collaboration with other stakeholders. It also gives inspiration and advice for professional helpers assisting others in navigating paradox as part of organizational development or other educational purposes. This book will be essential reading for practitioners and academicians in the fields of leadership paradox, complexity management, change management, leadership dilemmas and organizational paradox.
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Detaljer om varen
- 1. Udgave
- Udgiver: (Juli 2023)
- ISBN: 9783110788853
About this book
One of the most significant management challenges in modern companies and organizations is dealing with unavoidable, complex paradoxes. Today’s world is multidimensional, multipolar, and multipurpose, and increasingly, classic management challenges such as leadership vs. management; exploitation vs. exploration, virtual vs. physical presence, economic sustainability vs. environmental sustainability, localization vs. globalization, etc. assume the characteristics of paradoxes rather than problems or dilemmas.
Leadership of paradox is not about making a decision once and for all or prioritizing tough trade-offs, but about navigating between opposing considerations. Navigating Leadership Paradox argues that academic knowledge pools can support leaders’ decision-making and sense-making in organizations and navigating paradoxes. The book outlines a practical pathway for management leaders and professionals for steering through paradox using 5 phases, 10 paradoxes, 15 tools, 20 cases, and 25 learning points. It delineates how to identify a paradox by assessing the nature of your challenge and discusses the appropriate courses of action individually as well in collaboration with other stakeholders. It also gives inspiration and advice for professional helpers assisting others in navigating paradox as part of organizational development or other educational purposes.
This book will be essential reading for practitioners and academicians in the fields of leadership paradox, complexity management, change management, leadership dilemmas and organizational paradox.
Outlines a practical pathway for professionals for working through different types of paradox.
Focuses on tools and practices that can be used by managers at all hierarchical levels and in organizations of all sizes.
Author information
Rikke Kristine Nielsen, PhD is Associate Professor at the Department of Communication & Psychology at Aalborg University. Her main research areas are organizational and leadership paradox, global leadership as well as academia-practitioner co-creation. Nielsen is an active research disseminator, speaker, and consultant in private, public, and civil society organizations, as well as an engaged scholar co-producing research with managers and HR professionals in practice.
Frans Bévort, PhD, is Associate Professor at the Department of Organization, Copenhagen Business School. His main research focusses on HRM, professions and management. A special research interest is the tensions between management as a professional discipline and other disciplines. His work is informed by institutional theory and symbolic interactionism.
Thomas Duus Henriksen, PhD, is Associate Professor at the Department of Communication and Psychology at Aalborg University, Copenhagen, Denmark. His main research interests are in the intersections between learning theory and technology, addressing areas like virtual human resource development, hybrid work forms, hybrid management, and learning games for organizational development, while using paradox theory and French philosophy to address the complexity of such processes.
Anne-Mette Hjalager is a professor at the Department for Entrepreneurship and Relationship Management at University of Southern Denmark. She works with innovation, entrepreneurial processes, and management – particularly, but not only, in the tourism sector.
Danielle Bjerre Lyndgaard holds a Master of Science in Economics and Business Administration (MSc(Econ.)) from Copenhagen Business School (CBS) and a Master of Management Development (MMD) also from CBS. Lyndgaard is Director at the Confederation of Danish Industry, Department of Global Talent & Mobility, where she is responsible for all aspects of (global) leadership and HR processes related to global talent and mobility.
Contents
Acknowledgments XI
Foreword XIII
Part I: Paradoxes in leadership: What? Why? Who?
Chapter 1
A paradox perspective on modern leadership challenges 3
No need to overcomplicate 4
The pervasiveness of VUCA – volatility, uncertainty, complexity, and ambiguity –
and global crises 5
Lost and found – where the rainbow ends . . . 6
Paradox – energizer or stressor? 6
What is your (im)balance point, and where do you want to go? 8
Ten paradoxical tensions in leadership 8
Paradoxes – natural phenomenon or creative obstruction? 10
How do they know? 10
Managers, leaders – and other change agents 12
A guided tour: Reading and using the rest of the book 13
References 15
Author publications on leadership paradox related to research projects on
paradox navigation in practice 17
Chapter 2
On problems, dilemmas, and paradoxes 18
Complex–perplex–paradox? 18
Paper, rock, scissors – problem, dilemma, paradox 20
Problem – a substantial, unsettled matter 21
Reflection questions: Is your challenge a problem? 21
Dilemma – trade-offs between “a rock and a hard place” and “luxury
problems” 22
Reflection questions: Is your challenge a dilemma? 22
Paradox – long-lasting “cork problems” 23
Reflection questions: Is your challenge a paradox? 23
Working through paradox in five phases 24
The Paradox Pathway: 5 phases, 10 paradoxes, 15 tools, 20 cases,
and 25 learning coordinates 26
Ready for paradox? The three “Cs” 27
References 28
Chapter 3
What paradox? Introducing fields of paradoxical tensions in leadership 29
#1: Leadership and management 31
#2: Leadership: Individual leadership and collective/distributed leadership 32
#3: Matrix and functional organizing – balancing organizational flexibility with
specialization 34
#4: Purpose, passion, and performance 36
#5: Employee mobility and permanence 37
#6: Hybrid collaboration – physical and virtual presence 39
#7: Differentiation/localization and integration/globalization 41
#8: Innovating outside–in and inside–out 43
#9: Digital transformation – human resources and technological “non-human
resources” 45
#10: Sustainabilities – profit and people and planet 47
Opening Pandora’s box of leadership paradoxes 49
References 50
Part II: Navigating leadership paradox in practice
Chapter 4
Phase 1: Choosing and shaping your focus area – paradox choice and
qualification 59
Case 4.1: Not everything keeping you up at night is a paradox 61
Tool 4.1: The Paradox Springboard 61
Case 4.2: From a cultural conflict to a division of labor paradox 62
Case 4.3: Unfolding your paradox. Getting inspiration in your network 63
Tool 4.2: Use a Lifeline! Three game-plans for finding outside
inspiration 63
Case 4.4: The leadership team kick-starts their paradox by reading a
management book together 65
Tool 4.3: Paradox Exhibition – tell us about your paradox 65
Case 4.5: Managers identifying relevant paradoxes with the assistance of
HR and top management 66
Tool 4.4: The Paradox Quiz: Pick something relevant – and have
something at stake 67
XVI Contents
Five learning coordinates for the first phase of paradox navigation – choosing
and qualifying your paradox 68
Chapter 5
Phase 2: Know your paradox – paradox investigation 70
Tool 5.1: The Paradox Quadrant – a paradox has two sides, each with
positive and negative aspects 72
Paradox Quadrant safety check - vertical and diagonal analysis 74
Case 5.1: Up close and personal with the paradox – Tony is filling in the
Paradox Quadrant 75
One paradox – different managers 77
Case 5.2: Same paradox, individual perspectives 78
Case 5.3: Two managers in owner-led organizations – same paradox,
individual perspectives 79
Tool 5.2: The Paradox Kaleidoscope – uncovering related paradoxes 80
Case 5.4: Diana’s paradox knot – one paradox rarely comes alone 81
Case 5.5: A collective leadership challenge – a paradox mix 83
Five learning coordinates for the second phase of paradox navigation –
paradox investigation 84
References 85
Chapter 6
Phase 3: Charting a course of action – identifying and choosing appropriate
actions 86
Case 6.1: Breaking away from your existing self-image as a manager 88
Tool 6.1: Paradox Reflection for Action – “Step by step” 88
Case 6.2: Coping with paradox – head wind or tail wind? 92
Tool 6.2: The Caricature Cabinet – the development of personal strategies
for dealing with leadership paradoxes 93
Becoming aware of your own unconscious reactions and action
preferences 94
Challenge A: How do you usually react when you experience a paradox? 94
Presentation of the Caricature Cabinet’s action strategies 94
How to develop alternative action strategies 96
Challenge B: Could you react in a more productive way when you experience a
paradox? 96
Case 6.3: From ostrich to action-hero? 97
Five learning coordinates for the third phase of paradox navigation –
identifying and choosing appropriate actions 98
References 98
Contents XVII
Chapter 7
Phase 4: Action in practice – grasping and handling your paradox 99
Tool 7.1: The 3D Cube Model – clarify task, methods, and stakeholders 100
To balance the known and unknown over time 102
Case 7.1: The paradoxical job description – what does the boss need to do
now? 103
Case 7.2: Accounting for performance with passion – financial
accountability with an eye for passion 105
Case 7.3: Paradox-synergies in leadership teams 107
Tool 7.2: The Reflective Team – the team as a development tool 108
Case 7.4: Hot seat challenge 109
Five learning coordinates for the fourth phase of paradox navigation –
grasping and handling your paradox 110
References 110
Chapter 8
Phase 5: Evaluation and follow-up – keeping track of your balancing act 112
Case 8.1: When top management asks for an update 114
Tool 8.1: Keeping Track of Paradox Performance 114
Case 8.2: Key performance indicators – without “deparadoxing
paradox” 116
Tool 8.2: Self Test of Paradox Preferences – A, B, C 116
Tool 8.2.1: Self-assessment variant A: “Traffic light” – assessment of the
bright sides of your paradox 117
Case 8.3: Building a quick-test tool for your leadership paradox 118
Tool 8.2.2: Self-assessment variant B: Balancing points – where is your
emphasis right now? 119
Tool 8.2.3: Self-assessment variant C: Dialog tool – ask your employees,
your manager, and your management colleagues 122
Case 8.4: Setting leadership objectives for a CEO 122
Tool 8.3: Paradox Pitstop – taking stock of your development 123
Five learning coordinates for the fifth phase of paradox navigation – keeping
track of your balancing act 125
References 125
Chapter 9
The Paradox Pathway – 25 learning coordinates for paradox leadership in
practice 126
A paradox GPS – 25 learning coordinates 127
Phase 1: Choosing and shaping your focus area – paradox choice and
qualification 127
Phase 2: Know your paradox – paradox investigation 128
XVIII Contents
Phase 3: Charting a course of action – identifying and choosing
appropriate actions 130
Phase 4: Action in practice – grasping and handling your paradox 130
Phase 5: Evaluation and follow-up – keeping track of your balancing
act 131
Coming full circle – the Paradox Pathway 132
Working conditions for paradox navigation: Coping with paradoxes in
context 133
Paradox – for others and for you? 133
The role of different leadership roles 134
The ups and downs 135
Part III: Paradox navigation 2.0 – working through paradox
with stakeholders
Chapter 10
Paradox navigation as a team sport: Inter- and intra-organizational
collaboration on paradox 143
Paradox navigation – from individual challenge to collective change 143
Case 10.1: “Glocal” governance model: Inter-function navigation of the
local–global paradox in practice 145
Case 10.2: Paradox navigation crossing hierarchical lines 147
Paradox sharing – learning from collaborative paradox navigation in
practice 149
References 152
Chapter 11
Let’s talk about paradox! Communicating consistently inconsistent about
paradox with stakeholders 154
Admitting to uncertainty is part of paradoxical leadership communication 155
Engaging demands for clarity/compliance as well as professional creativity and
empowerment 156
The value of inconsistent communication for paradox navigation 157
The dark and the bright sides of paradoxical communication 158
References 161
Chapter 12
Facilitating productive interactions with paradox – the role of facilitators,
peers, and professional helpers 165
Assisting others – experiences from HR professionals as paradox navigators by
proxy 165
Contents XIX
Tool 12.1: EFFE - Explanation, Facilitation, Feedback and Experiment 166
Five thresholds in facilitation of paradox work 167
Threshold #1: Onboarding – choosing a point of departure 168
Threshold #2: Making room for paradox – considering interaction with
existing change and development initiatives 170
Threshold #3: Avoiding “deparadoxification” of paradox 171
Threshold #4: Consciously privileging paradox 172
Threshold #5: Staying with the paradox 175
Facilitator paradox readiness 177
References 178
Chapter 13
Concluding the never-ending story of paradox navigation 180
Get to (paradox) work! 181
If only we had all the information . . . 182
Vicious and virtuous circles of paradox navigation 183
Leading, longing, and dancing with paradox 185
References 186
Bibliography 189
List of cases 199
List of tools 201
List of figures 203
About the authors 205
About the series editor 207
Index 209
XX Contents
Acknowledgments XI
Foreword XIII
Part I: Paradoxes in leadership: What? Why? Who?
Chapter 1
A paradox perspective on modern leadership challenges 3
No need to overcomplicate 4
The pervasiveness of VUCA – volatility, uncertainty, complexity, and ambiguity –
and global crises 5
Lost and found – where the rainbow ends . . . 6
Paradox – energizer or stressor? 6
What is your (im)balance point, and where do you want to go? 8
Ten paradoxical tensions in leadership 8
Paradoxes – natural phenomenon or creative obstruction? 10
How do they know? 10
Managers, leaders – and other change agents 12
A guided tour: Reading and using the rest of the book 13
References 15
Author publications on leadership paradox related to research projects on
paradox navigation in practice 17
Chapter 2
On problems, dilemmas, and paradoxes 18
Complex–perplex–paradox? 18
Paper, rock, scissors – problem, dilemma, paradox 20
Problem – a substantial, unsettled matter 21
Reflection questions: Is your challenge a problem? 21
Dilemma – trade-offs between “a rock and a hard place” and “luxury
problems” 22
Reflection questions: Is your challenge a dilemma? 22
Paradox – long-lasting “cork problems” 23
Reflection questions: Is your challenge a paradox? 23
Working through paradox in five phases 24
The Paradox Pathway: 5 phases, 10 paradoxes, 15 tools, 20 cases,
and 25 learning coordinates 26
Ready for paradox? The three “Cs” 27
References 28
Chapter 3
What paradox? Introducing fields of paradoxical tensions in leadership 29
#1: Leadership and management 31
#2: Leadership: Individual leadership and collective/distributed leadership 32
#3: Matrix and functional organizing – balancing organizational flexibility with
specialization 34
#4: Purpose, passion, and performance 36
#5: Employee mobility and permanence 37
#6: Hybrid collaboration – physical and virtual presence 39
#7: Differentiation/localization and integration/globalization 41
#8: Innovating outside–in and inside–out 43
#9: Digital transformation – human resources and technological “non-human
resources” 45
#10: Sustainabilities – profit and people and planet 47
Opening Pandora’s box of leadership paradoxes 49
References 50
Part II: Navigating leadership paradox in practice
Chapter 4
Phase 1: Choosing and shaping your focus area – paradox choice and
qualification 59
Case 4.1: Not everything keeping you up at night is a paradox 61
Tool 4.1: The Paradox Springboard 61
Case 4.2: From a cultural conflict to a division of labor paradox 62
Case 4.3: Unfolding your paradox. Getting inspiration in your network 63
Tool 4.2: Use a Lifeline! Three game-plans for finding outside
inspiration 63
Case 4.4: The leadership team kick-starts their paradox by reading a
management book together 65
Tool 4.3: Paradox Exhibition – tell us about your paradox 65
Case 4.5: Managers identifying relevant paradoxes with the assistance of
HR and top management 66
Tool 4.4: The Paradox Quiz: Pick something relevant – and have
something at stake 67
XVI Contents
Five learning coordinates for the first phase of paradox navigation – choosing
and qualifying your paradox 68
Chapter 5
Phase 2: Know your paradox – paradox investigation 70
Tool 5.1: The Paradox Quadrant – a paradox has two sides, each with
positive and negative aspects 72
Paradox Quadrant safety check - vertical and diagonal analysis 74
Case 5.1: Up close and personal with the paradox – Tony is filling in the
Paradox Quadrant 75
One paradox – different managers 77
Case 5.2: Same paradox, individual perspectives 78
Case 5.3: Two managers in owner-led organizations – same paradox,
individual perspectives 79
Tool 5.2: The Paradox Kaleidoscope – uncovering related paradoxes 80
Case 5.4: Diana’s paradox knot – one paradox rarely comes alone 81
Case 5.5: A collective leadership challenge – a paradox mix 83
Five learning coordinates for the second phase of paradox navigation –
paradox investigation 84
References 85
Chapter 6
Phase 3: Charting a course of action – identifying and choosing appropriate
actions 86
Case 6.1: Breaking away from your existing self-image as a manager 88
Tool 6.1: Paradox Reflection for Action – “Step by step” 88
Case 6.2: Coping with paradox – head wind or tail wind? 92
Tool 6.2: The Caricature Cabinet – the development of personal strategies
for dealing with leadership paradoxes 93
Becoming aware of your own unconscious reactions and action
preferences 94
Challenge A: How do you usually react when you experience a paradox? 94
Presentation of the Caricature Cabinet’s action strategies 94
How to develop alternative action strategies 96
Challenge B: Could you react in a more productive way when you experience a
paradox? 96
Case 6.3: From ostrich to action-hero? 97
Five learning coordinates for the third phase of paradox navigation –
identifying and choosing appropriate actions 98
References 98
Contents XVII
Chapter 7
Phase 4: Action in practice – grasping and handling your paradox 99
Tool 7.1: The 3D Cube Model – clarify task, methods, and stakeholders 100
To balance the known and unknown over time 102
Case 7.1: The paradoxical job description – what does the boss need to do
now? 103
Case 7.2: Accounting for performance with passion – financial
accountability with an eye for passion 105
Case 7.3: Paradox-synergies in leadership teams 107
Tool 7.2: The Reflective Team – the team as a development tool 108
Case 7.4: Hot seat challenge 109
Five learning coordinates for the fourth phase of paradox navigation –
grasping and handling your paradox 110
References 110
Chapter 8
Phase 5: Evaluation and follow-up – keeping track of your balancing act 112
Case 8.1: When top management asks for an update 114
Tool 8.1: Keeping Track of Paradox Performance 114
Case 8.2: Key performance indicators – without “deparadoxing
paradox” 116
Tool 8.2: Self Test of Paradox Preferences – A, B, C 116
Tool 8.2.1: Self-assessment variant A: “Traffic light” – assessment of the
bright sides of your paradox 117
Case 8.3: Building a quick-test tool for your leadership paradox 118
Tool 8.2.2: Self-assessment variant B: Balancing points – where is your
emphasis right now? 119
Tool 8.2.3: Self-assessment variant C: Dialog tool – ask your employees,
your manager, and your management colleagues 122
Case 8.4: Setting leadership objectives for a CEO 122
Tool 8.3: Paradox Pitstop – taking stock of your development 123
Five learning coordinates for the fifth phase of paradox navigation – keeping
track of your balancing act 125
References 125
Chapter 9
The Paradox Pathway – 25 learning coordinates for paradox leadership in
practice 126
A paradox GPS – 25 learning coordinates 127
Phase 1: Choosing and shaping your focus area – paradox choice and
qualification 127
Phase 2: Know your paradox – paradox investigation 128
XVIII Contents
Phase 3: Charting a course of action – identifying and choosing
appropriate actions 130
Phase 4: Action in practice – grasping and handling your paradox 130
Phase 5: Evaluation and follow-up – keeping track of your balancing
act 131
Coming full circle – the Paradox Pathway 132
Working conditions for paradox navigation: Coping with paradoxes in
context 133
Paradox – for others and for you? 133
The role of different leadership roles 134
The ups and downs 135
Part III: Paradox navigation 2.0 – working through paradox
with stakeholders
Chapter 10
Paradox navigation as a team sport: Inter- and intra-organizational
collaboration on paradox 143
Paradox navigation – from individual challenge to collective change 143
Case 10.1: “Glocal” governance model: Inter-function navigation of the
local–global paradox in practice 145
Case 10.2: Paradox navigation crossing hierarchical lines 147
Paradox sharing – learning from collaborative paradox navigation in
practice 149
References 152
Chapter 11
Let’s talk about paradox! Communicating consistently inconsistent about
paradox with stakeholders 154
Admitting to uncertainty is part of paradoxical leadership communication 155
Engaging demands for clarity/compliance as well as professional creativity and
empowerment 156
The value of inconsistent communication for paradox navigation 157
The dark and the bright sides of paradoxical communication 158
References 161
Chapter 12
Facilitating productive interactions with paradox – the role of facilitators,
peers, and professional helpers 165
Assisting others – experiences from HR professionals as paradox navigators by
proxy 165
Contents XIX
Tool 12.1: EFFE - Explanation, Facilitation, Feedback and Experiment 166
Five thresholds in facilitation of paradox work 167
Threshold #1: Onboarding – choosing a point of departure 168
Threshold #2: Making room for paradox – considering interaction with
existing change and development initiatives 170
Threshold #3: Avoiding “deparadoxification” of paradox 171
Threshold #4: Consciously privileging paradox 172
Threshold #5: Staying with the paradox 175
Facilitator paradox readiness 177
References 178
Chapter 13
Concluding the never-ending story of paradox navigation 180
Get to (paradox) work! 181
If only we had all the information . . . 182
Vicious and virtuous circles of paradox navigation 183
Leading, longing, and dancing with paradox 185
References 186
Bibliography 189
List of cases 199
List of tools 201
List of figures 203
About the authors 205
About the series editor 207
Index 209
XX Contents
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