ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book deals with the concept of paradox and its relevance to the study and practice of leadership. Morgen Witzel, Richard Bolden and Nigel Linacre suggest that, in a quest for clarity and simplicity, leaders and their organisations all too often apply the wrong tools to the problems, and propose paradox as an alternative perspective. The book deals with a number of questions for discussion and reflection. It argues that there is a tension inherent in the attitudes towards leadership, and that even as people accept the control that leaders have over to kick back against it and try to assert the own control over the leaders. It then suggests that instead of attacking the problems of leadership using the standard tools of Cartesian logic and problem-solving, people should perhaps stand back and consider another way.
