Destructive leadership paradoxes

The paradoxical side of leadership is garnering increased attention among management and organization scholars. Organizational paradox theory has generally favored a synergistic interpretation of paradoxical tensions, viewing them as opportunities for gaining competitive advantage through the generative integration of opposing yet equally desirable outcomes. However, scant attention has been given to the other side of paradoxical tensions: as destructive forces. In this chapter, we explore this less explored side of paradox by examining how leadership can impose irrational absurdities in the form of pragmatic paradoxes, which entail self-defying demands that are neither open for discussion nor attainable in practice. We also propose strategies to mitigate or neutralize the destructive effects of these paradoxes.