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An Alternative to Paradoxical Leader...

Dhakal, Hem Raj.

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An Alternative to Paradoxical Leadership Model: Fulfilling the Triple Bottom Line.

Record Type:	Electronic resources : Monograph/item
Title/Author:	An Alternative to Paradoxical Leadership Model: Fulfilling the Triple Bottom Line./
Author:	Dhakal, Hem Raj.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	398 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.
Contained By:	Dissertation Abstracts International79-03A(E).
Subject:	Sustainability. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10623991
ISBN:	9780355299502

An Alternative to Paradoxical Leadership Model: Fulfilling the Triple Bottom Line.
Dhakal, Hem Raj.

An Alternative to Paradoxical Leadership Model: Fulfilling the Triple Bottom Line. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 398 p.

Source: Dissertation Abstracts International, Volume: 79-03(E), Section: A.

Thesis (Ed.D.)--Grand Canyon University, 2017.

The purpose of this qualitative multi-case study was to explore how the paradoxical leadership skills of acceptance, differentiation, and integration were used by the senior leaders to influence the triple bottom line (social, economic, and environmental missions) of benefit organizations that were formed as benefit corporations, benefit LLCs, and certified benefit corporations between 2010 and 2015 in Maryland and Virginia. The theoretical foundations used for this study were the paradoxical leadership and the triple bottom line (TBL) models. This research is significant because it contributed to the existing body of knowledge by identifying the application of paradoxical leadership skills to tackle leadership challenges, as well as finding the interdependence between the three components of the TBL. Thirteen top leaders of benefit organizations participated in this study. The data were collected from documentation, interviews, and questionnaires. The key findings of this study indicated that leaders of benefit organizations used holistic thinking instead of paradoxical thinking to fulfill the TBL. These leaders developed internal and external collaboration and coordination to accomplish their objectives. Finally, the data of this study revealed the synergistic interrelationship between the social, economic, and environmental missions.

ISBN: 9780355299502Subjects--Topical Terms:

1029978
Sustainability.

An Alternative to Paradoxical Leadership Model: Fulfilling the Triple Bottom Line.
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520 $a The purpose of this qualitative multi-case study was to explore how the paradoxical leadership skills of acceptance, differentiation, and integration were used by the senior leaders to influence the triple bottom line (social, economic, and environmental missions) of benefit organizations that were formed as benefit corporations, benefit LLCs, and certified benefit corporations between 2010 and 2015 in Maryland and Virginia. The theoretical foundations used for this study were the paradoxical leadership and the triple bottom line (TBL) models. This research is significant because it contributed to the existing body of knowledge by identifying the application of paradoxical leadership skills to tackle leadership challenges, as well as finding the interdependence between the three components of the TBL. Thirteen top leaders of benefit organizations participated in this study. The data were collected from documentation, interviews, and questionnaires. The key findings of this study indicated that leaders of benefit organizations used holistic thinking instead of paradoxical thinking to fulfill the TBL. These leaders developed internal and external collaboration and coordination to accomplish their objectives. Finally, the data of this study revealed the synergistic interrelationship between the social, economic, and environmental missions.
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