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March 5, 2026Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO)Open Access

Paradoxical leadership—enduring, integrating, and addressing tensions: the TENSE leadership model

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Authors

FKFabian KlaukeVrije Universiteit AmsterdamLBL. Ted BehrensTechnische Universität BraunschweigHBHannah BüchnerTechnische Universität Braunschweig

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Implication

Qualitative study identifies paradoxical tensions in leadership, suggesting new competencies for effective management.

Key Points

  • The research aims to explore paradoxical tensions faced by leaders and develop the TENSE leadership model.
  • Conducted a qualitative study with three expert groups
  • Identified established and new paradoxical tensions
  • Outlined five competence areas essential for addressing these tensions
  • Confirmed key paradoxical tensions such as control vs empowerment and harmony vs conflict
  • Developed the TENSE leadership model integrating structural and personal leadership requirements
  • Provided actionable strategies for fostering competencies like ambiguity tolerance and emotional regulation

Cite This Study

Klauke et al. (2026) studied this question.

synapsesocial.com/papers/69a91dedd6127c7a504c144dhttps://doi.org/10.1007/s11612-025-00857-6
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