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

Research output: Contribution to journal › Journal article › Research › 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.

Original language	English
Journal	Journal of Management Inquiry
Volume	30
Issue number	2
Pages (from-to)	157-159
ISSN	1056-4926
DOIs	https://doi.org/10.1177/1056492620986874
Publication status	Published - 27 Jan 2021

Bibliographical note

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

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10.1177/1056492620986874

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1 Conference abstract for conference
1 Journal article

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, In: Journal of Management Inquiry. 30, 2, p. 154-167 14 p.
Research output: Contribution to journal › Journal article › Research › peer-review

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38 Citations (Scopus)

138 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 othersRaza, H., Rocheville, K., Schrage, S., Sheep, M. L., Slawinski, N., Stadtler, L., Winther-Hansen, C., Aust, I., Cheal, J. & Pamphile, V. D., 2021, p. 1. 10 p.
Research output: Contribution to conference without publisher/journal › Conference abstract for conference › Research › peer-review

Cite this

@article{e66317a2e7564562a0859c3e371ec1d4,

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",

language = "English",

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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

U2 - 10.1177/1056492620986874

DO - 10.1177/1056492620986874

M3 - Journal article

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EP - 159

JO - Journal of Management Inquiry

JF - Journal of Management Inquiry

IS - 2

ER -

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

Abstract

Bibliographical note

Access to Document

AUB Link

Research output

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

Understanding a Crisis through Communal Theorizing

Cite this