Navigating the Paradoxes of Leadership: An NBS Alumni Leaders Dialogue

As part of NBS's commitment to continuous learning, alumni members had the opportunity to engage in an enlightening dialogue with Professor David A. Waldman from Arizona State University who is one of the top ten leadership researchers globally. The session was held on 6 February and was moderated by NBS alumna Ms Karen Leong, Managing Director at Influence Solutions.

Professor Waldman shared his perspectives into paradoxical thinking and how leaders should embrace seemingly conflicting elements. He emphasised that by integrating diverse perspectives, leaders can enhance their effectiveness and better navigate challenges.

The event welcomed over 90 attendees, who participated in a lively Q&A session. There was an enriching exchange of ideas on the practical applications of paradoxical leadership and its importance in an increasingly complex world.

The following is an edited transcript:

Mindset of Paradoxical Leadership

Leaders often face paradoxes in various forms, and these contradictions must be reconciled to achieve effectiveness. While a paradox consists of two seemingly contradictory phenomena that appear completely irreconcilable, paradoxical leadership requires expanding our perspectives and embracing the interdependence of these opposing elements.

Adopting this requires open-mindedness and the willingness to question our biases to explore different perspectives. The essential component of paradoxical leadership is a holistic approach that simultaneously considers multiple solutions which fosters creativity and innovation.

Leaders must recognise they do not have all the answers and must stay curious about alternative viewpoints. This is crucial in today’s complex business landscape, where embracing contradictions can unlock opportunities for growth and innovation.

Application of Paradoxical Leadership

Paradoxical leadership is a long-term strategy for leadership effectiveness, which can be applied in the following areas:

Supervisory Actions
A common paradox is relinquishing control in order to gain it. Although this may seem counterintuitive, these concepts are deeply interdependent. Over time, letting go of control empowers others, leading to more effective leadership. For instance, Herb Kelleher, founder of Southwest Airlines, embodied this principle by decentralising authority and nurturing a strong corporate culture rather than relying on rigid rules. This approach enabled him to lead effectively without resorting to micromanagement. Known for his systems thinking and holistic approach, Kelleher famously said, 'I never had control. I never wanted it.'

Personality Paradox
The paradox of personality lies in balancing confidence with humility. While leaders with a strong sense of self often take charge and make bold decisions, they risk becoming excessively narcissistic and resistant to feedback. Conversely, humility can make leaders more approachable but may also lead to indecision. The most effective leaders are those who integrate both qualities, leveraging their strengths to navigate challenges and inspire others.

Strategic Paradoxes
Effective leaders must strike a balance between maintaining continuity in the short term while also planning for long-term change. Focusing solely on immediate issues is no longer enough.

A prime example is encouraging people to recognise the value of diversity while fostering unity. In the U.S., Diversity, Equity and Inclusion (DEI) programmes, while intended to promote diversity, may at times been implemented in ways that unintentionally undermined unity, creating division instead of cohesion. Thus, leaders must navigate these tensions carefully to achieve seemingly opposing goals over time.

Additionally, the world is becoming increasingly polarised, particularly in politics and business. The conflict between nationalism and globalism presents significant challenges, requiring a more harmonious approach to integrating diverse objectives.

The most effective way to address these paradoxes is by adopting a ‘both-ends’ approach, integrating both perspectives over time.

 Q & A Segment

Communicate effectively

Effective communication and collaboration are vital when adopting paradoxical leadership. Involving team members in the process is key to explaining the rationale behind embracing paradoxes in decision-making.

Managing inconsistency

Decisions made by leaders may sometimes appear inconsistent. Therefore, it is critical to clarify the reasoning behind these decisions, allowing them to be viewed as a sign of adaptability, flexibility, and the ability to approach situations from multiple perspectives.