Paradox versus dilemma mindset: A theory of how women leaders navigate the tensions between agency and communion

Zheng, Wei; Kark, Ronit; Meister, Alyson

doi:10.1016/j.leaqua.2018.04.001

Cited by 147 publications

(121 citation statements)

References 135 publications

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“…In addition, women leaders may face tensions between agency and communion (Kark, Waismel-Manor, & Shamir, 2012; Koenig, Eagly, Mitchell, & Ristikari, 2011) because of the incongruence between their leader role and gender role demands (Eagly & Karau, 2002). Zheng, Kark, and Meister (2018) proposed a theoretical model to explain how women leaders differently experience and cope with agency–communion tensions; adopting a paradox mindset helps them build psychological resilience, identity coexistence, and leadership effectiveness. Future research should provide some empirical support on how women leaders leverage a paradox mindset to respond to the demands of both agency and communion, further benefiting from these tensions.…”

Section: Discussionmentioning

confidence: 99%

Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior

Liu

Zhang

2019

The Journal of Applied Behavioral Science

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A paradox mindset indicates the extent to which individuals embrace and are energized by tensions. The adoption of a paradox mindset can help people leverage tensions and produce creative outputs. We propose a multilevel model based on self-determination theory that examines the effects of a paradox mindset on individuals’ innovative work behavior. We use data collected at two points in time from 369 employees in 90 teams; the multilevel data analysis shows that employees’ paradox mindset has a positive influence on their innovative behaviors via thriving at work. In addition, the cross-level moderated mediation results demonstrate that leaders’ paradox mindset strengthens the relationship between employees’ paradox mindset and thriving at work; also, it is positively associated with employees’ innovative work behavior. This study contributes to the literature on individuals’ approaches to paradoxes illustrating the psychological process from a paradox mindset to employees’ innovative work behavior.

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Section: Discussionmentioning

confidence: 99%

Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior

Liu

Zhang

2019

The Journal of Applied Behavioral Science

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“…Resilient leadership is the enactment of the two components that have recently attracted increasing scholarly attention and acquired centrality in managerial debate: resilience and leadership (e.g., Zheng, Kark, & Meister, 2018). Resilience is intrinsically paradoxical, integrating strength and vulnerability (Cameron, 2008), agency and communion (Zheng et al, 2018).…”

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confidence: 99%

Resilient Leadership as Paradox Work: Notes from COVID-19

et al. 2020

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Crises and tragedies befalling individuals, teams, organizations, or communities call for leadership that builds resilience in the face of danger. The COVID-19 pandemic, full of both known and unknown unknowns, is no exception and variable national responses to it epitomize the importance of resilient leadership. In such situations there is always the expectation that 'something has to be said' in response to commentators and authorities calling for a clear unambiguous direction (in politics, in business, and in communities) and that it is best said by 'the leader'. Saying something and dealing with a reality unravelling in the midst of uncertainty and ambiguity can lead to paradoxical situations. In the words of Deloitte Global CEO Punit Renjen (2020), COVID-19 has challenged leaders with 'fixing the plane while it flies'. For passengers to remain calm while doing so requires the tension-laden goal of 'building recovery on a foundation of trust'. The balance between saying something reassuring and responding to something threatening in process is difficult to weigh. While to lead means to guide, to resile means to respond or be guided by circumstances through a process of adaptation and growth within a risky environment. In this commentary, we discuss resilient leadership as paradox work, i.e., guiding while being guided by contingencies. RESILIENT LEADERSHIP: BUILDING WALLS AND WINDMILLS As highlighted in Lewin, Li, and Välikangas's (2020: 225) call for commentaries, the COVID-19 pandemic 'will be a test of resilience and responsible leadership at the global, country, industrial, firm, family and individual level'. We interpret that challenge in light of an interesting proverb: 'When the winds of change blow, some people build walls and others build windmills'. Resilient leadership

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“…Discussions about gender, paradox, and the COVID-19 center around gendered dynamics, especially paradoxes faced by women leaders. Questions that come to mind fit squarely with the competing demands that women leaders face, namely, the tensions between agency and communion, individual versus collective, and empowerment versus control (Zheng et al, 2018a; Zheng et al, 2018b).…”

Section: How Are Women Leaders Responding To the Pandemic Differently?mentioning

confidence: 99%