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Paradoxical Leadership to Enable Strategic Agility

Lewis, M. W., Andriopoulos, C. and Smith, W. K. (2014). Paradoxical Leadership to Enable Strategic Agility. California Management Review, 56(3), pp. 58-77. doi: 10.1525/cmr.2014.56.3.58

Abstract

Strategic agility evokes contradictions, such as stability-flexibility, commitment-change, and established routines-novel approaches. These competing demands pose challenges that require paradoxical leadership—practices seeking creative, both/and solutions that can enable fast-paced, adaptable decision making. Why is managing paradox critical to strategic agility? And which practices enable leaders to effectively manage tensions? This article describes the paradoxical nature of strategic agility. Drawing from data from five firms, Astro Studios, Digital Divide Data, IBM Global Services Canada, Lego, and Unilever, it proposes leadership practices to effectively respond to these challenges.

Publication Type: Article
Additional Information: Published as Lewis, M. W., Andriopoulos, C. & Smith, W. K. (2014). Paradoxical Leadership to Enable Strategic Agility. California Management Review, 56(3), pp. 58-77. © 2014 by the Regents of the University of California/Sponsoring Society or Association. Authorization to copy this content beyond fair use (as specified in Sections 107 and 108 of the U. S. Copyright Law) for internal or personal use, or the internal or personal use of specific clients, is granted by the Regents of the University of California/on behalf of the Sponsoring Society for libraries and other users, provided that they are registered with and pay the specified fee via Rightslink® or directly with the Copyright Clearance Center.
Subjects: H Social Sciences > HD Industries. Land use. Labor
Departments: Cass Business School > Management
URI: http://openaccess.city.ac.uk/id/eprint/15305
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