OpenAIRE is about to release its new face with lots of new content and services.
During September, you may notice downtime in services, while some functionalities (e.g. user registration, login, validation, claiming) will be temporarily disabled.
We apologize for the inconvenience, please stay tuned!
For further information please contact helpdesk[at]openaire.eu

fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Simpson, P.; French, R.; Harvey, C. (2002)
Publisher: SAGE Publications
Languages: English
Types: Article
Subjects:
Our aim in this article is to explore and explain the concept of ‘negative capability’, in the context of the current resurgence of interest in organizational leadership. We suggest that negative capability can create an intermediate space that enables one to continue to think in difficult situations. Where positive capability supports ‘decisive action’, negative capability supports ‘reflective inaction’, that is, the ability to resist dispersing into defensive routines when leading at the limits of one’s knowledge, resources and trust. The development of negative capability is discussed but it is suggested that its status is problematic in the context of a societal and organizational culture dominated by control and performativity. The practice of negative capability is illustrated throughout the paper, using a case study of the leadership of an international joint venture.
  • No references.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article

Cookies make it easier for us to provide you with our services. With the usage of our services you permit us to use cookies.
More information Ok