Toggle Main Menu Toggle Search

Open Access padlockePrints

Leadership and Negative Capability

Lookup NU author(s): Professor Charles Harvey

Downloads

Full text for this publication is not currently held within this repository. Alternative links are provided below where available.


Abstract

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 article, using a case study of the leadership of an international joint venture.


Publication metadata

Author(s): Harvey C; Simpson P; French R

Publication type: Article

Publication status: Published

Journal: Human Relations

Year: 2002

Volume: 55

Issue: 10

Pages: 1209-1226

ISSN (print): 0018-7267

ISSN (electronic): 1741-282X

Publisher: Sage Publications Ltd.

URL: http://dx.doi.org/10.1177/0018726702055010081

DOI: 10.1177/0018726702055010081


Altmetrics

Altmetrics provided by Altmetric


Actions

Find at Newcastle University icon    Link to this publication


Share