Destructive leadership paradoxes

Cunha, MPE; Simpson, AV; Rego, A; Berti, M

Destructive leadership paradoxes

Cunha, MPE Simpson, AV Rego, A Berti, M

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Publisher:: Edward Elgar
Publication Type:: Chapter
Citation:: Research Handbook on Destructive Leadership, 2024, pp. 278-291
Issue Date:: 2024-01-01

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Field	Value	Language
dc.contributor.author	Cunha, MPE
dc.contributor.author	Simpson, AV
dc.contributor.author	Rego, A
dc.contributor.author	Berti, M https://orcid.org/0000-0002-0519-8824
dc.date.accessioned	2025-01-01T23:17:38Z
dc.date.available	2025-01-01T23:17:38Z
dc.date.issued	2024-01-01
dc.identifier.citation	Research Handbook on Destructive Leadership, 2024, pp. 278-291
dc.identifier.isbn	9781035315918
dc.identifier.uri	http://hdl.handle.net/10453/182769
dc.description.abstract	The paradoxical side of leadership is garnering increased attention among management and organization scholars. Organizational paradox theory has generally favored a synergistic interpretation of paradoxical tensions, viewing them as opportunities for gaining competitive advantage through the generative integration of opposing yet equally desirable outcomes. However, scant attention has been given to the other side of paradoxical tensions: as destructive forces. In this chapter, we explore this less explored side of paradox by examining how leadership can impose irrational absurdities in the form of pragmatic paradoxes, which entail self-defying demands that are neither open for discussion nor attainable in practice. We also propose strategies to mitigate or neutralize the destructive effects of these paradoxes.
dc.format.extent	19
dc.language	en
dc.publisher	Edward Elgar
dc.relation.ispartof	Research Handbook on Destructive Leadership
dc.relation.isbasedon	10.4337/9781035315925.00022
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	Destructive leadership paradoxes
dc.type	Chapter
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Faculty of Business
pubs.organisational-group	University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2025-01-01T23:17:37Z
pubs.place-of-publication	UK
pubs.publication-status	Published
dc.location	UK

Abstract:

The paradoxical side of leadership is garnering increased attention among management and organization scholars. Organizational paradox theory has generally favored a synergistic interpretation of paradoxical tensions, viewing them as opportunities for gaining competitive advantage through the generative integration of opposing yet equally desirable outcomes. However, scant attention has been given to the other side of paradoxical tensions: as destructive forces. In this chapter, we explore this less explored side of paradox by examining how leadership can impose irrational absurdities in the form of pragmatic paradoxes, which entail self-defying demands that are neither open for discussion nor attainable in practice. We also propose strategies to mitigate or neutralize the destructive effects of these paradoxes.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/182769