Leaders are under pressure to provide a stability toresolve the conflicting challenges. The stability is decreased since the leaderis expected to focus on one goal triggers a demand for the other. The goal ofleadership is to maintain a dynamic equilibrium by separating the imperativesthat are in conflict with one another in order to recognize and respect eachone, and managing a connection to encourage interdependencies and benefit fromcollaboration. Since leaders constantly struggle with the same setsof opposing goals, they perceive three strategic paradoxes which are viewed as”either/or” choices: the innovation paradoxes which involve tensions betweenconsistency and the new ones, the globalization paradoxes which involvetensions between local imperatives and boundary-crossing level, and theobligation paradoxes which involve tensions between shareholders’ or customers’needs. These paradoxes are taken into consideration ofalternative demands that are interdependent in contradictory. Leaders are requiredto reframe the choice as ongoing “both/and” approach.
However, it is achallenging because sources of a tension will change over time and in responseto the environment. Leaders should address such conflicting demand with”both/and” basis, not to choose between them. Then, focus it frequently inshort-term to satisfy the competitive demands in long terms for organizationalsuccess, growth, and sustainability. There is a new direction of leadership insignificant ways.
1) From well-intentioned consistency to consistentinconsistency. They need to appreciate the multiple conflicting truths. 2) Fromscarce resources to abundant resources. They need to realize strategies to growthe pie, and finding ways to generate new things from the existence.
3) Fromstability and certainty to dynamism and change. They need to be opened to thenew and developed things. The three demands above help organization reachdynamic equilibrium. The roles and responsibilities of leaders is to fosterconflict by supporting organizational competencies in senior team, in ways toseparate and connect opposing forces: Managers must separate the goals oforganization and value each of them one by one in order to respect the distinctneeds of groups with different agendas, while also finding linkages andsynergies across goals by building unite organizational identity and purposesin order to embrace the interdependence of opposing strategies.