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Handling Contradictions: The Structural Work of Leadership

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Abstract

All companies have to cope with inherent contradictions, to which people are naturally averse. There are several dimensions of contradictions: short versus long term (time horizons), local/competitive versus collective/cooperative, and, the biggest one, exploration versus exploitation. Managing these is key to ensuring adaptive firm performance. Contradictions can be resolved through backstage leadership in a way that creates an ideal equilibrium given firm peculiarities. There is no single “ideal balance” but each leader must discover that knife-edge. This is done both internally and externally, developing the mind-set and skills of an ambidextrous leader on the one hand, and coordinating team behavior and structural work on the other.

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Notes

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    Nickerson, Jack A. and Todd R. Zenger. (2002). “Being Efficiently Fickle: A Dynamic Theory of Organizational Choice.” Organization Science 13(5): 547–566.

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    Charles Galunic

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Galunic, C. (2020). Handling Contradictions: The Structural Work of Leadership. In: Backstage Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-36171-6_4

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