Semantic Apparatus – Crazy, stupid, disobedience: The dark side of paradoxical leadership

Cited by Lee Sonogan

Toward a theory of meta-paradoxical leadership - ScienceDirect

Abstract by Christian Julmi

In organizations, paradoxes are not only an expression of growing dynamism and complexity. Leaders can also generate them intentionally by means of double-bind rhetoric in order to exercise power. In double-bind situations, followers are trapped in a paradox: they have no possibility of doing what is right, but can always be made responsible by their leaders for wrong decisions. To create awareness of this dark side of paradoxical leadership, the article builds and elaborates a theoretical typology of double binds in organizations and discusses it in terms of the introduced concept of paratoxical leadership. The article further explains how paratoxical leadership leads to dysfunctional outcomes for the individual and the organization and discusses ways to successfully prevent and resolve instances of paratoxical leadership. In this way, the article shows how leadership power, or more precisely, the abuse of leadership power, in organizations can be explained from a paradox perspective.

Publication: Leadership (Peer-Reviewed Journal)

Pub Date: Aug 28 Doi: https://doi.org/10.1177/17427150211040693

Keywords: double binds, power, communication, dark leadership, organizational paradoxes

https://journals.sagepub.com/doi/full/10.1177/17427150211040693 (Plenty more sections and references in this research article)

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