LAUSR

In such situations there is always the expectation that ‘something has to be said’ in response to commentators and authorities calling for a clear unambiguous direction (in politics, in business, and in communities) and that it is best said by ‘the leader’ Contradictory tensions (such as anticipation/adaptation;solidity/flexibility;efficiency/redundancy;boldness/prudence;compassion/hardiness;profit/purpose;updating information/being aware that information may not mean knowing;courage to make unpopular decisions/humility to listen the crowd, etc ) must be synthesized into an overarching whole to characterize resilient leadership The COVID-19 pandemic has tested the capacity of leaders to be both firm and flexible, gritty and empathic, tough and compassionate, directive and empowering, willing to set the pace and to be responsive to the emerging realities, steering and sharing leadership, leading while being led by experts (Wilson, 2020);in other words, conducting paradox work in the purposeful balancing of interdependent yet opposing forces (Smith & Lewis, 2011) The COVID-19 lockdown is providing countless opportunities for employing ‘generative doubt’ and the ability to ‘learn to unlearn and learn’, as well as other expressions of paradox work: engaging the base while offering clear direction from the top;focusing on central processes while scrutinizing the more opaque periphery in order to stay alert to unexpected developments;making short-term improvised decisions while considering long-term implications;providing flexibility for adapting to changing circumstances while maintaining control;conducting deliberate search while being open to serendipitous emergence