Leadership and negative capability

Simpson, P., French, R. and Harvey, C. (2002) Leadership and negative capability. Human Relations, 55 (10). pp. 1209-1226. ISSN 0018-7267 Available from: http://eprints.uwe.ac.uk/6364

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Publisher's URL: http://dx.doi.org/10.1177/0018726702055010081


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.

Item Type:Article
Uncontrolled Keywords:containment, dispersal, leadership, learning, negative capability
Faculty/Department:Faculty of Business and Law > Department of Business Management
ID Code:6364
Deposited By: R. Upload account
Deposited On:22 Jan 2010 15:12
Last Modified:18 Oct 2017 20:40

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