Creating Value in Organizations
Chapter 5: Creating Value Through New Leadership Behaviors
As we have asserted several times, the most successful organizations (and leaders) – those that create superior levels of value – tend to be simultaneously paradoxical. They are more diﬀerentiated as well as more integrated than their peer systems. They transform themselves by combining stability and ﬂexibility along with internal and external perspectives, and, thereby they become Janusian in their orientation. Of course, this kind of transformation is not the norm. Diﬀerentiated elements tend to remain separate. When they do come together, conﬂict and tension usually result because of an unconscious bias in almost everyone towards keeping dissimilar elements separate. Indeed, most people disconnect opposing elements by redeﬁning them as discrete and unable to be integrated. They also tend to hold one set of values to be positive and uplifting while the opposite is deﬁned as negative and diminishing. Leaders, therefore, must make a conscious eﬀort to integrate contradictory factors and to manage the inevitable tension and resistance that accompanies such integration. One function of the Competing Values Framework is to help leaders ﬁnd ways to capitalize on the strengths of opposite quadrants and to think in ways that give rise to transformational thinking. In this chapter, we extend our discussion of both/and thinking and go one step deeper in analysing the implications of the framework for guiding transformational leader behavior. More speciﬁcally, the Competing Values Framework assists leaders in discovering a new pattern of thinking, a new language, and a new set of alternatives...
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