Transformational Leadership and the Management of Paradoxical Tension: A Process From the Field

• In Event: Tempestuous Times Call for Transformational Measures

Short Description

Changes in technology, the global economy, and the political arena are so fast that today’s solution is often tomorrow’s problem. Based on interviews with 20 leaders, this presentation will reveal a process for managing paradoxical tensions that emerged from their leadership practice and that parallels the construct of transformational leadership.

Detailed Abstract

Leading in today’s turbulent climate is challenging for all leaders and organizations. Changes stemming from technology, availability of resources, the global economy, and the political arena are happening at such a rate of speed that today’s solution is tomorrow’s problem. Pasmore (2015) speaks to this challenge of “leading continuous change” that is the reality we face today.

Inherent in the change process, particularly continuous change, is the presence of paradox: the need for direction at the top to push the change forward and the organic nature of building buy-in from the bottom; the need for urgency to provide motivation and the strong desire for stability; the need for resources to support the change and the need for change to secure the resources; the more simplistic, linear approach to something that is far more complex and ongoing. Dealing with this kind of inner turmoil calls for a particular kind of leadership. It is in this context that transformational leadership becomes a viable option. Nemanich and Vera (2009) state that in “turbulent environments…transformational leadership helps employees to see the environment as a source of opportunity, and encourages them to engage in creative processes as well as overcome the resistance to adopt new institutionalized routines” (p.28).

This session identifies a process that can be helpful for leaders in managing the paradoxical tension inherent in changes, particularly continuous change. Based on interviews of 20 leaders and how they handle paradoxical tension in their organizations, a highly practical process has been developed to help leaders manage the paradoxical tension that employs the concepts of transformational leadership: Individual Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation. This session helps to answer the questions, “How do I help my employees manage the tension created by change that can be a place of opportunity and growth?” “What is my role as a leader in this process?” “What skills do I need as a leader to facilitate the management of the tension?

I am the director of a consulting practice with 25+ years of experience working with organizations and leadership from non-profits and small for-profits. I have provided coaching and consultation in the areas of change management, leadership skills, healthy team development, strategic planning, personality preferences in the workplace, team accountability, emotional intelligence, and appreciative inquiry.

Participant

• Nancy Sayer, SamaraCare Consulting