%0 Journal Article
%T Paradoxical Virtual Leadership: Reconsidering Virtuality Through a Paradox Lens
%A Radostina K. Purvanova
%A Renata Kenda
%J Group & Organization Management
%@ 1552-3993
%D 2018
%R 10.1177/1059601118794102
%X This conceptual article moves the conversation about virtual leadership forward by blending extant knowledge on virtuality and on leadership. Drawing on paradox theory, we show that virtuality is a paradox; therefore, virtual leadership¡¯s core function is to deal with paradox. Our paradoxical virtual leadership model introduces three distinct leadership styles: synergistic, selective, and stagnant. Synergistic leaders view virtuality through a both¨Cand cognitive framework, integrate divergent forces into synergistic solutions, and engage in varied, even opposing, behaviors to synergize virtuality¡¯s paradoxical tensions and leverage the power of paradox. In contrast, selective leaders view virtuality through an either¨Cor framework, and attempt to either manage virtuality¡¯s challenges, or to capitalize on its opportunities, thus failing to balance paradoxical tensions. Finally, stagnant leaders adopt an avoidant framework, ignoring or avoiding virtuality¡¯s paradoxes, and fail to lead effective virtual teams. The practical implications of this model¡ªespecially as they relate to how virtual leaders can synergize paradoxical tensions¡ªare discussed
%K virtual leadership
%K virtuality
%K paradox
%K paradoxical tensions
%K synergistic leadership
%U https://journals.sagepub.com/doi/full/10.1177/1059601118794102