BL600 webinar on Paradox

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McMaster University *

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BL600

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Arts Humanities

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Oct 30, 2023

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pptx

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Leadership BL600 Yair Berson Paradoxical Leadership and Organizational Culture: Introduction BL600

Our Agenda Tonight • Paradoxical mindset • From paradox mindset to paradoxical leadership: A case example • A word about culture • Quiz

Managing Tensions 1. I often have competing demands that need to be addressed at the same time. 2. I sometimes hold two ideas in mind that seem contradictory when appearing together. 3. I often have goals that contradict each other. 4. I often have to meet contradictory requirements. 5. Usually when I examine a problem, the possible solutions seem contradictory. 6. I often need to decide between opposing alternatives. 7. My work is filled with tensions and contradictions Miron-Spektor et al., 2018

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Figure out how to effectively market and sell… “I always thought of myself as a humanities person as a kid, but I liked electronics. Then I read something…about the importance of people who could stand at the intersection of humanities and science, and I decided that’s what I wanted to do.” - Steve Jobs in interview with Walter Issacson

Paradox Mindset 1. When I consider conflicting perspectives, I gain a better understanding of an issue. 2. I am comfortable dealing with conflicting demands at the same time. 3. Accepting contradictions is essential for my success. 4. Tension between ideas energizes me. 5. I enjoy it when I manage to pursue contradictory goals. 6. I often experience myself as simultaneously embracing conflicting demands. 7. I amcomfortable working on tasks that contradict each other. 8. I feel uplifted when I realize that two opposites can be true. 9. I feel energized when I manage to address contradictory issues. Miron-Spektor et al., 2018 The problem is not the problem; the problem is the way we think about the problem Managers need to shift from an “either/ or” mindset to a “both/and” one by seeing the virtues of inconsistency, recognizing that resources are not always finite, and embracing change rather than chasing stability. in practical terms, this means nurturing the unique aspects of competing constituencies and strategies while finding ways to unite them.

Paradox Leadership Waldman & Bowen, 2016 • The essence of paradoxes is that two opposites coexist and must be dealt with as a pair • For leaders, to act paradoxically is to adopt a “both/and” rather than “either/or” strategy. Paradoxes Inherent to Leader Behavior Paradoxes in Organizations (Agency and Communion) Strong sense of self combined with humility (Now and Next) Maintaining continuity while simultaneously pursuing change Maintaining control while letting go of control Pursuing CSR for profits while simultaneously maintaining moral purposes

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Figure out how to effectively market and sell… • Paradoxical leadership is about integrating allegedly conflicting forces or tensions • Fits innovation leadership because leaders need to exercise control – this is their job – while allowing freedom

Treating subordinates uniformly while allowing individualization Uses a fair approach to treat all subordinates uniformly, but also treats them as individuals. Combining self-centeredness with other-centeredness Shows a desire to lead, but allows others to share the leadership role. Maintaining decision control while allowing autonomy Controls important work issues, but allows subordinates to handle details. Maintaining both distance and closeness Recognizes the distinction between supervisors and subordinates, but does not act superior in the leadership role. Enforcing work requirements while allowing flexibility Stresses conformity in task performance, but allows for exceptions. Paradox Leadership “I’ve never had control and I never wanted it. If you create an environment where the people truly participate, you don’t need control.” HERB KELLEHER Zhang et al., 2015

Paradox Leadership Case Example Pearce, Wasaneer, Berson, Tuval-Mashiach, 2019

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Paradox Leadership Case Example Pearce, Wasaneer, Berson, Tuval-Mashiach, 2019

Functions of Organizational Culture • Culture provides a sense of identity to members and increases their commitment to the organization • Culture is a sense-making device for organization members • Culture reinforces the values in the organization • Culture serves as a control mechanism for shaping behavior

The Basics: The Schein Model

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Artifacts

Values EVIDENCE-Based : “I don’t think there is a single decision that Jeff bezos or one of this top lieutenants makes that is not data independent...” Creativity/innovation : “Growth Ideas” Competence: “Super powers” Engagement Ambition Ranking (evaluation)

Basic Assumptions • Sharing risk and potential (stock) will increase engagement. • Ambition (and not competitive rewards) drive collaboration and competence. • “Interesting work rather than free massages attracted good talent.” BUT also: • Evaluation and competitiveness leads to “burn and churn” atmosphere and ultimately to high turnover.

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