Abstract

http://ssrn.com/abstract=1587435
 


 



Leading Through Paradox


Jeffrey Yip


Boston University - School of Management

March 1, 2010

LEADING ACROSS DIFFERENCES: CASES AND PERSPECTIVES, pp. 171-179, K.M. Hannum, B.B. McFeeters, B.B., and A.E. Booysen, eds., Pfeiffer, 2010

Abstract:     
In leading across differences, leaders are also faced with cultural paradoxes, such as those identified by cross-cultural researchers (Hampden-Turner & Trompenaars, 2000; Hofstede, 2001; House Hanges, Javidan, Dorfman, & Gupta, 2004; Schwartz, 1992) between cultural forces of individualism and collectivism, achievement and ascription, long- and short-term orientation, and low- and high-power distance. Such paradoxes can be daunting for leaders who are used to unambiguous solutions and models.

The aim of this chapter is to create awareness of paradoxes faced by leaders in working across differences. In particular, I discuss how paradox presents itself across cultures and how leaders might respond. Drawing on insights from social psychology, philosophy, and the creative arts, I discuss the role of a paradoxical mindset and improvisational practice as capacities that leaders could develop in leading effectively through paradox.

Number of Pages in PDF File: 9

Keywords: Leadership, Leadership Development, Culture, Paradox

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Date posted: April 10, 2010  

Suggested Citation

Yip, Jeffrey, Leading Through Paradox (March 1, 2010). LEADING ACROSS DIFFERENCES: CASES AND PERSPECTIVES, pp. 171-179, K.M. Hannum, B.B. McFeeters, B.B., and A.E. Booysen, eds., Pfeiffer, 2010 . Available at SSRN: http://ssrn.com/abstract=1587435

Contact Information

Jeffrey Yip (Contact Author)
Boston University - School of Management ( email )
595 Commonwealth Avenue
Boston, MA MA 02215
United States
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