The paradox of paradoxical leadership: A multi-level conceptualization

Organizational systems are drenched in tensions and paradoxes. For a leader, addressing and engaging those tensions in constructive ways may unlock greater benefits for the followers, teams and the organization at large. A leader with a paradox mindset successfully deals with contradictory yet interdependent demands with their paradoxical thinking. While embracing these tensions leverages performance and innovation, experiencing these tensions may also lead to frustration and defensiveness, resulting in negative consequences. Considering the burgeoning importance of paradoxical leader behavior in paradox management and leadership literature, we conduct a systematic review of paradox theory of leadership. Based on the review we propose a multi-level conceptual model stating the dual effect of being a paradoxical leader. To do so, we unveil the individual and contextual factors influencing paradoxical leader behavior on the individual followers, teams and the organization. We present future research avenues and discuss theoretical and practical implications.

Automated summary

Organizational systems are filled with tensions and paradoxes. Leaders who address and engage these tensions in constructive ways can unlock greater benefits for followers, teams, and the organization. A leader with a paradox mindset successfully deals with contradictory yet interdependent demands using paradoxical thinking, but this can also lead to negative consequences.