ABSTRACT
Chapter 6 describes role paradoxes and provides examples of some of the leadership positions that reflect organizational paradoxes. I describe leadership behavior, not based on personal qualities or strengths, but instead founded on a relational starting point. This starting point is based on the answer to the question “how can I, as a manager, best position myself in order to support the organization’s need for leadership at the moment?” I use Lego as an example in order to show how its managers attempted to create meaning using concrete paradoxical leadership challenges.
