The Paradox of Leadership

In today’s world, the paradox of leadership is more apparent than ever.

We want to be inspired by great leaders and we want them to understand the big picture, be mindful of different leadership styles, be aware of their blindspots, and expand their leadership skills. We also expect them to handle conflicting demands easily and embody contradictory traits, all while maintaining high standards of performance. This balancing act is no easy feat, as the role of leaders is both a double-edged sword and an opportunity for tremendous growth. Leadership is full of apparent contradictions, where leaders must navigate between short-term needs and long-term vision, assertiveness and empathy, decisiveness and collaboration, and a host of other contradictions that I’ve listed below. This is the essence of Leadership Paradoxes—an ongoing challenge for leadership teams and anyone who serves in a leadership role today.

List of Leadership Paradoxes

We expect a lot from our leaders. We want our leaders to be:

1. Confident and Humble
2. Decisive and Inclusive
3. Visionary and Practical
4. Strong and Compassionate
5. Strategic and Adaptable
6. Assertive and Empathetic
7. Focused and Open-Minded
8. Results-Oriented and People-Centered
9. Firm and Flexible
10. Direct and Diplomatic
11. Risk-Taking and Risk-Aware
12. Calm under Pressure and Urgent in Action
13. Long-Term Thinker and Responsive to Immediate Needs
14. Autonomous and Collaborative
15. Authoritative and Approachable
16. Self-Assured and Open to Feedback
17. Optimistic and Realistic
18. Detail-Oriented and Big-Picture Focused
19. Innovative and Respectful of Tradition
20. Decisive and Thoughtful
21. Self-Sufficient and Reliant on Others
22. Charismatic and Grounded
23. Confident in Strategy and Ready to Pivot
24. Passionate and Objective
25. Fast-Moving and Patient
26. Structured and Creative
27. Competitive and Collaborative
28. Results-Driven and Process-Focused
29. Self-Driven and Servant to the Team
30. Ambitious and Content with Progress
31. Strong Visionary and Attentive to Detail
32. Unwavering in Values and Adaptable in Execution
33. Goal-Oriented and Enjoying the Journey
34. Outspoken and a Great Listener
35. In Control and Willing to Let Go
36. Disciplined and Open to Exploration
37. Efficient and Deliberate
38. Confident in Expertise and Open to Learning
39. Commanding and Caring
40. Predictable and Willing to Surprise
41. Driven and Balanced
42. Data-Driven and Intuitive
43. Protective of Team and Demanding of Results
44. Fast-Paced and Reflective
45. Vulnerable and Resilient
46. Encouraging Growth and Accepting of Limits
47. Innovative and Consistent
48. Persuasive and Willing to Be Persuaded
49. Ambitious and Mindful of Burnout
50. Confident in Leading and Comfortable Following

Reviewing this list helps you understand the role of paradoxical leadership in shaping organizations. Future leadership development research on the effect of paradoxical leadership can help us understand how leaders can navigate such conflicting demands and foster adaptability. Human Resource Management professionals can help us embrace paradoxes and stay grounded while adapting to the fast-changing demands of organizational culture and team members. This new perspective is crucial as leadership training evolves to meet the challenges of today’s complex landscape.

What do others say about the paradox of leadership?

Leadership scholars like Tim Elmore, Blair Sheppard, and others have extensively studied the paradoxes of leadership. Harvard Business Review has also explored how paradox theory and paradoxical leader behavior influence both organizational culture and individual-level outcomes. Leadership is no longer just about possessing technical skills or being a strategic executor, and no one gets away with a simple conceptual model of leadership. Highly effective leadership requires a mindset that embraces paradoxical thinking. Leaders must hold opposing truths and thrive in the space between these contradictions to excel at strategy and leadership.

Consider the yin-yang of leadership: it’s about embracing holistic thinking and understanding the underlying mechanisms of human behavior within organizations. This kind of paradox mindset is what separates good leaders from crappy ones. From the Humble Hero to the Globally-Minded Localist, leaders today are expected to form coalitions, strategize, and perform, all while managing people with compassion. They must be high-integrity politicians, skilled at balancing the conflicting demands of today.

In his book, Eight Paradoxes of Great Leadership, Elmore underscores the complexity of balancing these demands. Similarly, recent leadership books and book reviews on Organizational Behavior reveal the positive effects of adopting a paradoxical approach. Leaders who handle these conflicting demands are more likely to see improvements in task performance and organizational citizenship behavior, fostering both short- and long-term success.

Conclusion

In today’s world, great leadership requires much more than traditional good leader traits—it demands embracing the paradoxes that define the very nature of leadership itself. Leaders must engage in paradoxical thinking and take on the apparent contradictions that come with the territory. Only by accepting and thriving in this paradoxical space can leaders truly excel in their roles.