Leadership and negative capability

Simpson, Peter; French, Robert; Harvey, Charles

doi:10.1177/a028081

Cited by 71 publications

(46 citation statements)

References 2 publications

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“…"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" (Simpson et al, 2002(Simpson et al, , p. 1209.…”

Section: Toward Negative Capabilitymentioning

confidence: 99%

Supporting Higher Education—Hospital Transition through Blended Learning

Surian

Masi

2017

Front. Educ.

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The purpose of this paper is to present two exploratory studies that have a potential for identifying research-based blended learning tools for CBME. The studies focus on the development of a group of medical students’ professional image (in Genova and Rome) during their hospital internship. The paper addresses three related questions:\ud \ud 1. How does their professional representation change in the transition from university to hospital?\ud \ud 2. Which competences emerge from the students’ reports?\ud \ud 3. Which competences are still under represented

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Section: Toward Negative Capabilitymentioning

confidence: 99%

Supporting Higher Education—Hospital Transition through Blended Learning

Surian

Masi

2017

Front. Educ.

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“…What we actually see of leadership, however -from 'outside', as it were -tends to be action not thought: we expect (and tend to analyse) 'decisive action', not 'reflective inaction' (Simpson, French and Harvey, 2002). Perhaps because 'to lead' has always implied the ability 'to cause others to go with one' (Chambers Dictionary of Etymology), and also as a result of the central stories and myths on which Western society draws, the focus of attention has tended to be on leadership-in-action.…”

Section: Bion and The Refrain -Leadership Through The Lens Of Psychoamentioning

confidence: 99%

“…In doing so, we draw upon aspects of psychoanalytic theory in which we have found these ideas explicitly addressed. We focus on the work of Wilfred Bion and especially on those aspects of his writings that give explicit attention to the role of negative capability (Simpson, French and Harvey, 2002) and to the importance of the capacity to think in the present moment. In this context we consider a model of leadership that includes:…”

Section: Introductionmentioning

confidence: 99%

Negative Capability and the Capacity to Think in the Present Moment: Some Implications for Leadership Practice

Simpson¹,

French

2006

Leadership

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Two themes that are prevalent in the literature on leadership practice are planning for the future and learning from the past. In this ‘Leading Questions’ piece, we raise the question of whether, in addition, attention needs to be given to a third element that is not well represented in the literature: the leader's capacity to think in the present. We suggest that such thinking requires the capacity to see what is actually going on, in contrast with what was planned for, expected or intended – even when what is actually going on is uncertain or even unknown. In keeping with the theme of this special issue we demonstrate that attending to the present moment is a refrain both ancient and modern, to be found in eastern and western religion and philosophy while having a direct impact on practical modern disciplines, such as psychoanalysis. For example, Wilfred Bion's writings on psychoanalytic theory explore the nature of mental and emotional capacities demanded by this focus on the present moment and its relationship to the development of thought. Using an idea employed by Bion in this context, we suggest that an important dimension of leadership practice is negative capability, which comprises patience and the ability to tolerate frustration and anxiety. This capability can help the leader to retain the capacity to think in the present moment, even in the face of uncertainty. In this context, important dimensions of leadership practice include the ability to embody key thoughts on behalf of an organization and the capacity to contain the impact of the new thinking that can arise in the present moment.

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“…Notably, Komporozos-Athanasiou and Fotaki (2015a, p. 1) proclaim that the 'imagination is "where it all begins", an inexhaustible psychosocial force driving organisations and organising, and setting the institutionalisation process in motion' (see also De Cock, Rehn, & Berry, 2013;Komporozos-Athanasiou & Fotaki, 2014). The imagination is being recast as central to theorising about organisations (Cornelissen, 2006;Weick, 1989) as well as a whole host of organisational phenomena, including: leadership (Simpson, French, & Harvey, 2002); organisational change (French, 2001;Morgan, 1997); management education (Saggurthi & Thakur, 2016); framing (Werner & Cornelissen, 2014); and play (Hjorth, 2005). Notably, Weick (2005) argues that many recent disasters are the result of organisations favouring the reshuffling of remembered experience, rather than exploiting the imagination to create new 'associables'.…”

Section: Imagination In Organisational Creativity and Entrepreneurshimentioning

confidence: 99%

Imagination and Creativity in Organizations

Thompson¹

2017

Organization Studies

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Scholars adopting a relational ontology of organisational creativity have shifted attention away from a preoccupation with individual minds towards that which is enacted, emergent, shared, unpredictable and contingent. This article follows suit, yet breaks new ground by reconsidering how the mind plays an active role in unfolding creative interactions by building a bridge between literature on organisational creativity, aesthetics and philosophy of imagination. I draw on English Romanticism to craft a theoretical model of organisational creativity as an aesthetic and relational process of shared imagining. This model demonstrates how organisational members use primary and secondary modes of imagination and creative expression to develop, materialise and share perceptions and images of possible futures. By elaborating on their interplay, this article contributes to literature by theorising an active and generative role of mind that does not have the ontological shortcomings of leading theories. In turn, this has a number of implications for literature on entrepreneurship and organisational creativity in terms of situating and embodying creative thinking, explaining the intentionality and motivation for creative actions, overcoming perceptual differences and changing practices and routines.

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Leadership and negative capability

Cited by 71 publications

References 2 publications

Supporting Higher Education—Hospital Transition through Blended Learning

Supporting Higher Education—Hospital Transition through Blended Learning

Negative Capability and the Capacity to Think in the Present Moment: Some Implications for Leadership Practice

Imagination and Creativity in Organizations

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