دانلود کتاب Paradoxes of Power and Leadership: A Key Business Idea

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Cover Half Title Endorsement Title Page Copyright Page Table of Contents Acknowledgements About the authors Glossary Introduction Both Equal and Different Paradoxical Leadership As a Meta-Competence A Guide to this Volume Crossing Types and Levels of Paradox A Sketch of Each Chapter Challenges Rather Than Absurdities Conclusion 1 Leadership and Paradox Neither a Morality Tale Nor a Manichean View Implications of Power-To What Is Leadership? Leadership As Competency Than Can Be Learned Results and Ethics From a Leader-Centric to a Leader-Centric-Follower-Centric Approach Capacity to Articulate Tensions Leadership As Process A Relational Process Implications of the Processual Nature of Leadership Leadership As Pluralistic Diffuse Power Divergent Objectives Competing Logics Leadership and Paradox An Introduction to Paradox Opposite But Mutually Defining Forces – That Interact and Persist Contradiction Persistence A Classification of Paradoxes Difficulties With Navigating Paradoxes Paradoxes are Nested Difficult to Detect A Paradoxical Mindset Or Orientation Paradoxical Leadership in a Nutshell Paradox Dont’s Taking Consistency As Sacred Cow Representing Paradox As Strange Representing Paradox As Positive Representing Paradox As Recipe Conclusion Guide for Further Exploration Notes 2 Paradoxes of Self-Leadership Leading Oneself and One’s Self Why Is Self-Leadership Paradoxical? Janus-like Leadership Chameleonic Leadership Level 5 Leadership Paradoxes and the Self Self and the Paradoxes of Performing Self-goals Independence Versus Interdependence Intuition Versus Rationality Self and the Paradoxes of Learning Paradox of Excellence Humbition Grit Self and the Paradoxes of Belonging Similar and Different Role Makers and Rule Breakers Talking to Listen to Oneself Self and the Paradoxes of Organizing Project Leadership Define Priorities How to Manage the Paradoxes of Self-Leadership Natural Propensity Towards One of the Poles Lack of Self-Awareness Reflexivity Mindsets Conclusion Guide for Further Exploration Notes 3 Paradoxes of Dyadic Relationships “The Backbone of Successful Organizations” Why Are Dyadic Relationships Paradoxical? Tensions in Dyadic Interactions Paradoxes at the Dyadic Level Dyads and the Paradoxes of Performing The Paradox of Equality and Difference Star Performers Tough Love Dyads and the Paradoxes of Learning Multiplying Versus Diminishing Learning Dyads (I): Coaching Learning Dyads (II): Reverse Coaching Dyads and the Paradoxes of Power and Belonging Intimacy in the Absence of Intrusion Empathy Helping Behaviours Dyads and the Paradoxes of Organizing Reciprocity Contradictory Obligations Dis/empowering Managing Dyadic Paradoxes Conclusion Guide for Further Exploration 4 Paradoxes of Team Dynamics Teams Are Not Collections of Individuals Why Are Teams Paradoxical? Teams and the Paradoxes of Performing Performance Cohesiveness Team Versus Individual Goals Teams and the Paradoxes of Learning Psychological Safety and Accountability Team Porosity Expose Your Team to Different Logics Teams and the Paradoxes of Belonging The Hedgehog Effect Consensus and Dissent Winning and Losing Teams and the Paradoxes of Organizing Team Fault Lines Less Hierarchical Designs X-teams How to Manage Team Paradoxes Confronting Groupthink Virtual Teams Teaming Rather Than Teams Conclusion Guide for Further Exploration Note 5 Paradoxes at Organizational Level Diverse and (In)compatible Goals Why Are Organizations Paradoxical? Leading Organization and the Paradoxes of Performing The Paradox of Meritocracy Planning and Improvising Governance Mechanisms Leading Organizations and the Paradoxes of Learning Ambidexterity Forgetting to Learn and Learning to Forget Enabling Environments Leading Organizations and the Paradoxes of Belonging Constructive Dissent Citizen Leaders Dispersed Community Leading Organizations and the Paradoxes of Organizing Freedom Within a Framework Competing Logics Elastic Hybridity How to Manage the Paradoxes of Organization? Solutions Becoming Problems From Hierarchies to Agile Designs Supporting Actors Conclusion Guide for Further Exploration Notes 6 Recurring Paradoxes and ten Lines of Action Wise Leadership – a Complicated and Paradoxical Endeavour Why Do Some Paradoxes Recur? Handling the “Ongoing Puzzle” Four Recurring Paradoxes Paradox of Excellence – Or the Tension Between Evolving or Getting Stuck Paradoxes of Power – Or the Tension Between Humility and Hubris Paradoxes of Proximity and Distance – Or the Tension Between the Parts and the Whole Paradoxes of Authenticity – Or the Tension Between Integration and Differentiation On Managing Recurring Paradoxes: Ten Paradoxical Lines of Action Be Curious About Contradiction Synthesize Confidence and Caution Promote Time for Reflection and to Engage Deeply With Context Develop a Synthetizing Multi-Perspectival Mindset Embrace Opposition Use Experience to Support Improvisation Interrogate the Meaning of Goodness Assume That the Solution May Be the Problem Cultivate Jestership and Embrace Criticism Consider Disruption of the Status Quo – and reflect On black Swan Scenarios New Normal, New Paradoxes New Technologies Climate Change Grand Challenges A Final Paradoxical Word Notes References Index