Leadership as De-paradoxification
Leading New Drug Development Work at Three Pharmaceutical Companies
Bibliographic Data
| ID | 12883274 |
|---|---|
| Authors | Mats Sundgren (0000-0001-5300-5217, AstraZeneca (Sweden), corresponding author), Alexander Styhre (0000-0002-8347-2665, Chalmers University of Technology) |
| Year | 2006 |
| Volume | 2 |
| Issue | 1 |
| Pages | 31-52 |
| Publication date | 2006-01-26 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Leadership (JOURNAL) |
| Journal identifiers | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1742715006060652 |
| OpenAlex | W2114741585 |
| Language | EN |
| Citations received | 1 |
| References cited | 54 |
Traditionally, the role of leadership has received little attention in the literature dealing with organizational creativity. This article describes a study of the role of leadership and its implications for organizational creativity in pharmaceutical research and new drug development. Creative work in new drug development is to a large extent riddled with a series of paradoxes and non-linear causality and thus needs to be dealt with using leadership practices which help researchers overcome what would seem to be paradoxical. The study makes use of Niklas Luhmann’s concept of de-paradoxification to examine a number of opposing objectives and concepts which influence leadership practice during creative and innovative work. De-paradoxification, in this sense, does not mean solving the perceived paradox but making it manageable. This study is based on a series of interviews concerning how managers and scientists at three pharmaceutical companies conceive of leadership in creative environments. This article pinpoints the importance as well as the influence of leadership in both R&D settings, and in creative milieus in general, concluding that leadership is important in creative settings, but that it should be practiced by other means than those used in less complex environments. Consequently, more systematic research as well as more critical evaluations of the leadership literature are needed
Creative work · Creativity · Engineering ethics · Leadership · Leadership development · Leadership studies · Leadership style · Management · Neuroleadership · Political science · Public relations · Shared leadership · Sociology · Transactional leadership · Work (physics · Creativity in Education and Neuroscience · Innovation and Knowledge Management · Management and Organizational Studies · Psychology · Social Psychology
Narrating the Organization
Handbook of qualitative research
Narrative Methods for Organizational & Communication Research
Actual Minds, Possible Worlds
Narratives in Social Science Research
A Narrative Approach to Organization Studies
Revisiting the Relationship Between Participant Observation and Interviewing
'Fun and surveillance'
Beyond Neopositivists, Romantics, and Localists
Core capabilities and core rigidities
Two-Way Windows'
Mobilizing the Logic of Managerialism in Professional Fields
Theory of Communicative Action
The Paradox of Sensemaking in Organizational Analysis
Theories of Distinction
Postmodern Interviewing
The Reality of the Mass Media
The Differentiation of Society
Autopoiesis and Cognition
Coping with change
The Theory of Communicative Action, Vol. 1, Reason and the Rationalization of Society
Economics of Gift - Positivity of Justice
Autopoiesis and socialization
Luhmann's General Sociology
| Citations per year | 0.05 |
|---|---|
| Citation span | 2006 - 2006 (1) |
| Highly cited | No |