Managing paradoxes and tensions : a key element of entrepreneurs’ leadership behaviour

Volery, Thierry; Mueller, Susan

doi:10.4337/9781783473762.00013

Publication type:	Book part
Type of review:	Editorial review
Title:	Managing paradoxes and tensions : a key element of entrepreneurs’ leadership behaviour
Authors:	Volery, Thierry Mueller, Susan
et. al:	No
DOI:	10.4337/9781783473762.00013
Published in:	Research Handbook on Entrepreneurship and Leadership
Editors of the parent work:	Harrison, Richard T. Leitch, Claire M.
Page(s):	133
Pages to:	155
Issue Date:	2018
Series:	Research Handbooks in Business and Management
Publisher / Ed. Institution:	Edward Elgar
Publisher / Ed. Institution:	Cheltenham
ISBN:	978-1-78347-376-2 978-1-78347-375-5
Language:	English
Subject (DDC):	658.4: Executive Management
Abstract:	Paradoxes denote contradictory yet interrelated elements that seem logical in isolation but absurd and irrational when appearing simultaneously. The emergence of new business ventures and the management of entrepreneurial firms raise multiple tensions such effectuation-causation, exploration-exploitation, delegation-control, tradition-innovation, flexibility-efficiency, growth-stability, regional-global, and emotional-rational. As the business venture grows and become more complex, contradictory demands are likely to intensify. By drawing on the strategic leadership theory, we posit that a central role of the entrepreneur is to navigate the conflicting demands arising from these paradoxes. As strategic leaders, entrepreneurs must ideally have the ability to consider the long-term future of their business ventures, seeing the big picture, as well as understanding the current contextual setting and pressing operative issues. The objective of this chapter is to investigate the paradoxes facing entrepreneurs in growth-oriented ventures and to gain an insight about their behaviours while dealing with the underlying tension pertaining these paradoxes.
URI:	https://digitalcollection.zhaw.ch/handle/11475/20003
Fulltext version:	Published version
License (according to publishing contract):	Licence according to publishing contract
Departement:	School of Management and Law
Appears in collections:	Publikationen School of Management and Law

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Volery, T., & Mueller, S. (2018). Managing paradoxes and tensions : a key element of entrepreneurs’ leadership behaviour. In R. T. Harrison & C. M. Leitch (Eds.), Research Handbook on Entrepreneurship and Leadership (pp. 133–155). Edward Elgar. https://doi.org/10.4337/9781783473762.00013

Volery, T. and Mueller, S. (2018) ‘Managing paradoxes and tensions : a key element of entrepreneurs’ leadership behaviour’, in R.T. Harrison and C.M. Leitch (eds) Research Handbook on Entrepreneurship and Leadership. Cheltenham: Edward Elgar, pp. 133–155. Available at: https://doi.org/10.4337/9781783473762.00013.

T. Volery and S. Mueller, “Managing paradoxes and tensions : a key element of entrepreneurs’ leadership behaviour,” in Research Handbook on Entrepreneurship and Leadership, R. T. Harrison and C. M. Leitch, Eds. Cheltenham: Edward Elgar, 2018, pp. 133–155. doi: 10.4337/9781783473762.00013.

VOLERY, Thierry und Susan MUELLER, 2018. Managing paradoxes and tensions : a key element of entrepreneurs’ leadership behaviour. In: Richard T. HARRISON und Claire M. LEITCH (Hrsg.), Research Handbook on Entrepreneurship and Leadership. Cheltenham: Edward Elgar. S. 133–155. ISBN 978-1-78347-376-2

Volery, Thierry, and Susan Mueller. 2018. “Managing Paradoxes and Tensions : A Key Element of Entrepreneurs’ Leadership Behaviour.” In Research Handbook on Entrepreneurship and Leadership, edited by Richard T. Harrison and Claire M. Leitch, 133–55. Cheltenham: Edward Elgar. https://doi.org/10.4337/9781783473762.00013.

Volery, Thierry, and Susan Mueller. “Managing Paradoxes and Tensions : A Key Element of Entrepreneurs’ Leadership Behaviour.” Research Handbook on Entrepreneurship and Leadership, edited by Richard T. Harrison and Claire M. Leitch, Edward Elgar, 2018, pp. 133–55, https://doi.org/10.4337/9781783473762.00013.