Fostering Paradox Resonance: Exploring Leaders’ Communication of Paradoxes during Crisis

Rikke Kristine Nielsen; Joe Cheal; Camille Pradies

doi:10.1177/1056492620986874

Fostering Paradox Resonance: Exploring Leaders’ Communication of Paradoxes during Crisis

Rikke Kristine Nielsen, Joe Cheal, Camille Pradies

Institut for Kommunikation og Psykologi

Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › peer review

Abstract

The communication from leaders during a time of crisis significantly impacts how the crisis unfolds. Leaders also play a decisive role in fostering either virtuous or vicious dynamics when organizations are torn between competing demands
(Pradies et al., 2020; Smith, 2014). But never has it been more
pressing for organizational leaders to be mindful of what and
how they communicate than in the COVID-19 crisis. In many
cases, the current pandemic has surfaced the “invisible currents of paradox” (Quinn & Nujella, 2017, p. vii) operating within organizations, making it vital for leaders to craft messages that align people’s beliefs and actions and mobilize them towards a common goal.

Originalsprog	Engelsk
Tidsskrift	Journal of Management Inquiry
Vol/bind	30
Udgave nummer	2
Sider (fra-til)	157-159
ISSN	1056-4926
DOI	https://doi.org/10.1177/1056492620986874
Status	Udgivet - 27 jan. 2021

Bibliografisk note

Dette essay er del af en essay samling:
Pradies, C., Aust, I., Bednarek, R., Brandl, J., Carmine, S., Cheal, J., ... & Keller, J. (2021). The lived experience of paradox: how individuals navigate tensions during the pandemic crisis. Journal of Management Inquiry, 30(2), 154-167.

Emneord

Leadership communication
Crisis communication
Organizational paradox
Leadership paradox
Follower paradox
Ledelsesparadoks
Ledelsesparadokser
Organisatorisk paradoks
Ledelseskommunikation
Organizational Communication
Organisationskommunikation
Krisekommunikation
Paradox
Paradox communication
Paradokskommunikation
Resonance

Adgang til dokumentet

10.1177/1056492620986874

AUB Link

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1 Konferenceabstrakt til konference
1 Tidsskriftartikel

Navigating leadership paradox: Engaging paradoxical thinking in practice
Nielsen, R. K., Bévort, F., Henriksen, T. D., Hjalager, A. M. & Lyndgaard, D. B., 24 jul. 2023, De Gruyter. 214 s. (De Gruyter Transformative Thinking and Practice of Leadership and Its Development, Bind 3).
Publikation: Bog/antologi/afhandling/rapport › Bog › Forskning › peer review
1 Citationer (Scopus)
The Lived Experience of Paradox: How Individuals Navigate Tensions during the Pandemic Crisis
Pradies, C., Carmine, S., Cheal, J., e Cunha, M. P., Gaim, M., Keegan, A., Miron-Spektor, E., Nielsen, R. K., Pouthier, V., Sharma, G., Sparr, J., Vince, R. & Keller, J., apr. 2021, I: Journal of Management Inquiry. 30, 2, s. 154-167 14 s.
Publikation: Bidrag til tidsskrift › Tidsskriftartikel › Forskning › peer review

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48 Citationer (Scopus)

222 Downloads (Pure)
Understanding a Crisis through Communal Theorizing
Sharma, G., Pradies, C., Carmine, S., Stackman, R. W., Smith, W. K., Lewis, M. W., Bednarek, R., Brandl, J., Buzzanell, P. M., Fairhurst, G. T., Hartel, C. E. J., Krzeminska, A., Le, P. L., Le, J. K., Li, X., Mafico, N., Gaim, M., Miron-Spektor, E., Nielsen, R. K., Putnam, L. L., & 10 flereRaza, H., Rocheville, K., Schrage, S., Sheep, M. L., Slawinski, N., Stadtler, L., Winther-Hansen, C., Aust, I., Cheal, J. & Pamphile, V. D., 2021, s. 1. 10 s.
Publikation: Konferencebidrag uden forlag/tidsskrift › Konferenceabstrakt til konference › Forskning › peer review

Citationsformater

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title = "Fostering Paradox Resonance: Exploring Leaders{\textquoteright} Communication of Paradoxes during Crisis",

abstract = "The communication from leaders during a time of crisis significantly impacts how the crisis unfolds. Leaders also play a decisive role in fostering either virtuous or vicious dynamics when organizations are torn between competing demands(Pradies et al., 2020; Smith, 2014). But never has it been morepressing for organizational leaders to be mindful of what andhow they communicate than in the COVID-19 crisis. In manycases, the current pandemic has surfaced the “invisible currents of paradox” (Quinn & Nujella, 2017, p. vii) operating within organizations, making it vital for leaders to craft messages that align people{\textquoteright}s beliefs and actions and mobilize them towards a common goal. ",

keywords = "Leadership communication, Crisis communication, Organizational paradox, Leadership paradox, Follower paradox, Ledelsesparadoks, Ledelsesparadokser, Organisatorisk paradoks, Ledelseskommunikation, Organizational Communication, Organisationskommunikation, Krisekommunikation, Paradox, Paradox communication, Paradokskommunikation, Resonance",

author = "Nielsen, {Rikke Kristine} and Joe Cheal and Camille Pradies",

note = "This is a part of the contribution to the article {"}The Lived Experience of Paradox: How Individuals Navigate Tensions during the Pandemic Crisis{"}.",

year = "2021",

month = jan,

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doi = "10.1177/1056492620986874",

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volume = "30",

pages = "157--159",

journal = "Journal of Management Inquiry",

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AU - Nielsen, Rikke Kristine

AU - Cheal, Joe

AU - Pradies, Camille

N1 - This is a part of the contribution to the article "The Lived Experience of Paradox: How Individuals Navigate Tensions during the Pandemic Crisis".

PY - 2021/1/27

Y1 - 2021/1/27

N2 - The communication from leaders during a time of crisis significantly impacts how the crisis unfolds. Leaders also play a decisive role in fostering either virtuous or vicious dynamics when organizations are torn between competing demands(Pradies et al., 2020; Smith, 2014). But never has it been morepressing for organizational leaders to be mindful of what andhow they communicate than in the COVID-19 crisis. In manycases, the current pandemic has surfaced the “invisible currents of paradox” (Quinn & Nujella, 2017, p. vii) operating within organizations, making it vital for leaders to craft messages that align people’s beliefs and actions and mobilize them towards a common goal.

AB - The communication from leaders during a time of crisis significantly impacts how the crisis unfolds. Leaders also play a decisive role in fostering either virtuous or vicious dynamics when organizations are torn between competing demands(Pradies et al., 2020; Smith, 2014). But never has it been morepressing for organizational leaders to be mindful of what andhow they communicate than in the COVID-19 crisis. In manycases, the current pandemic has surfaced the “invisible currents of paradox” (Quinn & Nujella, 2017, p. vii) operating within organizations, making it vital for leaders to craft messages that align people’s beliefs and actions and mobilize them towards a common goal.

KW - Leadership communication

KW - Crisis communication

KW - Organizational paradox

KW - Leadership paradox

KW - Follower paradox

KW - Ledelsesparadoks

KW - Ledelsesparadokser

KW - Organisatorisk paradoks

KW - Ledelseskommunikation

KW - Organizational Communication

KW - Organisationskommunikation

KW - Krisekommunikation

KW - Paradox

KW - Paradox communication

KW - Paradokskommunikation

KW - Resonance

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DO - 10.1177/1056492620986874

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JO - Journal of Management Inquiry

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IS - 2

ER -

Fostering Paradox Resonance: Exploring Leaders’ Communication of Paradoxes during Crisis

Abstract

Bibliografisk note

Emneord

Adgang til dokumentet

AUB Link

Publikation

Navigating leadership paradox: Engaging paradoxical thinking in practice

The Lived Experience of Paradox: How Individuals Navigate Tensions during the Pandemic Crisis

Understanding a Crisis through Communal Theorizing

Citationsformater