Destructive leadership paradoxes

Miguel Pina e Cunha; Ace Volkmann Simpson; Arménio Rego; Marco Berti

doi:10.4337/9781035315925.00022

Destructive leadership paradoxes

Miguel Pina e Cunha
, Ace Volkmann Simpson
, Arménio Rego
, Marco Berti

Resultado de pesquisa › revisão de pares

1 Citação (Scopus)

115 Transferências (Pure)

Resumo

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.

Idioma original	English
Título da publicação do anfitrião	Research handbook on destructive leadership
Editores	Birgit Schyns, Pedro Neves, Kimberley Breevaart
Editora	Edward Elgar Publishing Ltd.
Páginas	278-291
Número de páginas	14
ISBN (eletrónico)	9781035315925
ISBN (impresso)	9781035315918
DOIs	https://doi.org/10.4337/9781035315925.00022
Estado da publicação	Publicado - 17 set. 2024

ODS da ONU

Este resultado contribui para o(s) seguinte(s) Objetivo(s) de Desenvolvimento Sustentável

ODS 8 Trabalho digno e crescimento económico

Acesso ao documento

10.4337/9781035315925.00022

105895512Accepted author manuscript, 588 KBLicença:

http://hdl.handle.net/10400.14/46769Licença:

Outros arquivos e links

Link to publication in Scopus

CEGE: Research Center in Management and Economics
Silva, M. (Professor Catedrático), Sousa, R. (Professor Catedrático), Alves, P. (Professor Auxiliar), Madsen, A. (Professor Auxiliar Convidado), Lourenço, A. (Professor Associado), Carvalho, A. S. (Professor Associado), Andrade, A. (Professor Auxiliar), Silva, P. D. (Professor Associado), Vlačić, B. (Professor Auxiliar Convidado), Martins, C. (Professor Auxiliar Convidado), Gomes, C. (Investigador Auxiliar), Gevrek, Z. E. (Professor Auxiliar Convidado), Oliveira, F. G. D. (Professor Associado), Faria, G. (Professor Associado Convidado), Marreiros, H. (Bolseiro), Pinho, J. (Professor Auxiliar Convidado), Machado, J. (Professor Associado), Araújo, J. (Investigador Auxiliar), Pinto, J. (Professor Auxiliar), Rego, A. (Professor Catedrático), Gaspar, J. M. (Investigador Auxiliar), Corbo, L. (Professor Auxiliar Convidado), Costa, L. (Professor Associado), Fernandes, L. (Professor Auxiliar), Sottomayor, M. (Professor Auxiliar), Martins, N. (Professor Catedrático), Hernández-Marrero, P. (Investigador Auxiliar), Gonçalves, R. (Professor Associado), Ribeiro, R. (PI), Coelho, S. L. (Docente Assistente), Pereira, S. M. (Investigador Auxiliar), Silva, S. (Professor Associado), Rodrigues, V. (Professor Associado), Sotiros, D. G. (Investigador Auxiliar), Valverde, C. (Professor Auxiliar), Leitão, A. (Professor Auxiliar), Julião, J. (Professor Auxiliar), Tavares, M. (Professor Auxiliar), Lages, C. R. (Investigador Auxiliar), Elmashhara, M. G. (Investigador Auxiliar) & Teymourifar, A. (Investigador Auxiliar)
1/01/20 → 31/12/25
Projeto

Citação

@inbook{1db4f4d3358c458698a31f8b7ab21525,

title = "Destructive leadership paradoxes",

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.",

keywords = "Destructive leadership, Organizational paradoxes, Pragmatic paradoxes, Leadership",

author = "Cunha, \{Miguel Pina e\} and Simpson, \{Ace Volkmann\} and Arm{\'e}nio Rego and Marco Berti",

year = "2024",

month = sep,

day = "17",

doi = "10.4337/9781035315925.00022",

language = "English",

isbn = "9781035315918",

pages = "278--291",

editor = "Schyns, \{Birgit \} and Pedro Neves and Breevaart, \{Kimberley \}",

booktitle = "Research handbook on destructive leadership",

publisher = "Edward Elgar Publishing Ltd.",

address = "United Kingdom",

}

TY - CHAP

T1 - Destructive leadership paradoxes

AU - Cunha, Miguel Pina e

AU - Simpson, Ace Volkmann

AU - Rego, Arménio

AU - Berti, Marco

PY - 2024/9/17

Y1 - 2024/9/17

N2 - 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.

AB - 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.

KW - Destructive leadership

KW - Organizational paradoxes

KW - Pragmatic paradoxes

KW - Leadership

UR - https://www.scopus.com/pages/publications/85209862567

U2 - 10.4337/9781035315925.00022

DO - 10.4337/9781035315925.00022

M3 - Chapter

SN - 9781035315918

SP - 278

EP - 291

BT - Research handbook on destructive leadership

A2 - Schyns, Birgit

A2 - Neves, Pedro

A2 - Breevaart, Kimberley

PB - Edward Elgar Publishing Ltd.

ER -

Destructive leadership paradoxes

Resumo

ODS da ONU

Acesso ao documento

Outros arquivos e links

Projetos

CEGE: Research Center in Management and Economics

Citação