Leadership and negative capability

Abstract

Our aim in this article is to explore and explain the concept of 'negative capability', in the context of the current resurgence of interest in organizational leadership. We suggest that negative capability can create an intermediate space that enables one to continue to think in difficult situations. Where positive capability supports 'decisive action', negative capability supports 'reflective inaction', that is, the ability to resist dispersing into defensive routines when leading at the limits of one's knowledge, resources and trust. The development of negative capability is discussed but it is suggested that its status is problematic in the context of a societal and organizational culture dominated by control and performativity. The practice of negative capability is illustrated throughout the article, using a case study of the leadership of an international joint venture

Anxiety and human resource development: Possibilities for cultivating negative capability

“…More recently, the concept has been drawn upon by organizational scholars who have identified its relevance to management practice (Chia, ; Chia & Holt, ; French, ; Grint, ; Saggurthi & Thakur, ; P. Simpson & French, ; P. Simpson, French, & Harvey, ). Chia and Holt (, p. 211) suggest in a management context it “implies containment and the capacity to endure rather than the capacity for active intervention: the cultivated resilience to resist premature closure in the face of vagueness, uncertainty and equivocality.” The focus is on holding, staying in the moment, and “basking in the totality of experience” (Chia, ).…”

“…Negative capability then crucially involves an ability to contain uncomfortable emotion evoked by conditions of not knowing, and is manifest in behaviors such as waiting, observing, and listening, and implies a degree of humility and openness to allow one's mind to be changed by others (French, ; P. Simpson et al, ). As noted by French et al (2009) and Saggurthi and Thakur (), its mobilization also requires a strong sense of self to endure the discomfort of not knowing and resist the urge to react.…”

“…Addressing such conditions then becomes important because as French () argues, leaders who fail to engage with not knowing, leave their organizations particularly vulnerable. For example, P. Simpson et al () observe an inability to deal with not knowing may give rise to mindless action. The mobilization of negative capability then may offer promise for considered and inclusive organizational action.…”

“…Therefore, for example, “we try to break problems down into apparently manageable “bits” in an effort to make them seem manageable after all” (p. 485). This tendency is exacerbated for managers, as managing is oriented toward problem solving and action (Mintzberg, ; P. Simpson et al, ; Yanow, ) and privileges rationality over emotionality (Hopfl & Linstead, ). The dominant response to anxiety of not knowing is often work to ensure immediate problem solution, which thus meets the expectation of the other.…”

Leadership Values, Trust and Negative Capability: Managing the Uncertainties of Future English Higher Education

“…. 'create an intermediate space that enables one to continue to think in difficult situations...to create the conditions for fresh insight' (Simpson et al, 2002(Simpson et al, , pp. 1210(Simpson et al, -1211.…”