Paradoxical Leadership: The Both/And Imperative for Resilience in Uncertainty

What is Paradoxical Leadership? Moving Beyond the Either/Or Trap

As a DVM (veterinarian) who has navigated everything from high-stakes emergency cases like a twisted stomach or a snake bite, to darting lions and entering purchase orders in SAP (The worst!!!), I’ve spent nearly thirty years in the “messy middle.” 

In the veterinary world, we rarely have a perfect manual. We have patients that can’t talk, pet parents who are panicking, and sets of data that often contradict themselves. Or, in the case of wildlife, no manual at all, just your instincts, comparative medicine, and a prayer.

To survive that kind of pressure without losing my marbles, I’ve had to learn to embrace paradoxes. 

Holding space for two seemingly opposite things to be true is critical to live in this uncertain world, and foundational for dealing with unusual cases or difficult diagnostic challenges. It’s through these experiences that I developed my 3C Framework for Navigating the Riptide of Change for data-driven decisions in uncertainty.

In 2026, the ability for leaders to hold two opposing truths simultaneously is essential for organizational resilience. We don’t just need to “manage” change; we need Paradoxical Leadership to reduce polarization and encourage Unapologetic Originality.

The Leadership Crisis: Fleeing Complexity

Between AI and massive geopolitical shifts, the world is moving faster than our biology can keep up with.

The problem? We are hardwired for order, predictability, and control. When the “wolves” of uncertainty start circling, our default is to retreat. These outdated mechanisms from our evolution were helpful when things didn’t change as much (or as fast). 

This shows up as binary thinking AKA the Either/Or trap. We reduce complex challenges into mutually exclusive choices: 

• Control OR Empowerment
• Stability OR Innovation
• Profit OR Purpose

Black-and-white thinking fuels polarization, traps teams in destructive cycles, and frankly, is terrible for data-driven decision-making, which is key for organizational health. 

You might have seen this play out in the rise of rage-bait culture of social media, pitting one side against the other or even in the boardroom. Rage bait is psychologically harmful, and polarization in the workplace is as toxic as the polarization we are seeing in the political sphere. 

Our brains treat an ambiguous email the same as examining a (maybe toxic?) berry. 

This shows up in the universal sting of self-censorship that your team feels every day. 

They think they have to choose: 

• Bring my unique ideas to the table? 
• Or “be professional” and keep them to myself?
• I don’t want to get that look that Judy did last week when she suggested changing our schedule.

Intellectual Humility vs. Rigid Leadership

Ineffective leaders dig in their heels and double down on existing processes, lacking intellectual humility or emotional intelligence. 

These days, we need adaptability to survive because things keep changing and science keeps learning new things. 

My husband and I returned from Belize a few weeks ago, and he got a painful swelling. When it broke open, he went to urgent care (Without asking me, I might add, not that I’m sore about it). 

We had heard about cases of Botfly in Belize, and the timing and presentation fit. My husband is not medical, but he volunteered his concerns to the doctor at urgent care. His concerns were brushed off, the wound was lanced, and he was sent home, told that “parasites come from eating food.” 

I wasn’t there so I don’t know if those were the exact words. But this is an example of a rigid leader. Perhaps he hadn’t heard of botfly before; that makes sense, not a common thing in Alberta. But a leader or clinician who had intellectual humility and curiosity would have said “Botfly? I’ve never heard of it, what’s that?”. 

The Paradoxical Leader breaks this cycle. 

Paradoxical Leadership Communication shifts from a restrictive either/or mindset to a both/and approach. 

Lessons From the Clinic: Paradoxical Leadership in Action

My first exposure to a rigid style of management was at an early job at a small animal clinic. I had been at my job for 6 months, and the practice owners asked me for a meeting to review my performance. 

I thought I was crushing it. Instead, I was about to be crushed. 

The grievance? How I handled morning surgery schedules. 

My approach was to collaborate with the veterinary techs to plan the day. Since they were the ones inducing anesthesia, prepping the patient, and managing recoveries, I figured they had the experience and knowledge to prioritize our cases for a smooth day. 

Recognizing that perhaps there were concerns, from my perspective, everyone worked together and the days were successful.  

I had opinions on medicine, but the sequence of surgeries? I didn’t have a preference. 

In my performance review, I was told I needed to be “more direct.” They said, “We have a preference, so you should too.” 

If the staff preferred me to tell them the order of the surgeries, I’d be happy to oblige. But it had never come up on any of my surgery days. To the contrary, the techs seemed to rise to their responsibility and genuinely engaged in making the day successful.  

My supervising veterinarians were trapped in a common trap: to lead is to control. 

The paradox: You can provide consistent direction AND flexible collaboration. This is the essence of Paradoxical Leader Behaviour (PLB). The purposeful blend of contradictory yet interrelated behaviours to satisfy competing demands. 

This leadership style is proven to be a unique predictor of innovation and an effective solution for managing complex environments faced by organizations today.

The Solution? Building Tolerance of Ambiguity (TOA)

This skill is called Tolerance of Ambiguity (TOA). 

Through my accreditation to facilitate the IAM Ambiguity Assessment, I’ve learned that TOA is a muscle, and you build it through going to the gym of Mindfulness (staying in the present) and Creativity (trying something new). 

When a leader has high TOA, they can manage three core tensions that can cause teams to struggle in an uncertain workplace. 

Paradoxical Tensions Solved by TOA 

1. The Structural Paradox (Control vs. Autonomy)

Leaders are responsible for enforcing standards (control), but they can also allow flexibility (autonomy).

This played out in my performance review, where we could have discussed ways to structure the schedule while allowing flexibility in its implementation.

TOA helps by giving you the confidence to empower your team within clearly defined limits, avoiding the “micro-control” that can trigger a fear response in employees. 

2. Relational Paradox (Distance vs. Closeness) 

Yes, you have to be the boss, but you can also be human. This duality is important to overcoming alienation that can fuel polarization. 

TOA helps by increasing our emotional regulation through uncertainty and allows leaders to share recognition without sacrificing professional boundaries. 

I’ve heard the expression “tell them which mountain to climb, but let them climb it their own way” which I think is a perfect way to describe the flexible, adaptive style that leaders need today. 

3. The Equity Paradox (Uniformity vs. Individualization)

We treat everyone fairly (uniformity) but we can also value their unique strengths and skills (individualization). 

By relaxing the need to “homogenize” the team (they’re not milk…), you create a culture that allows originality of expression and thought to unearth innovative ideas that will fuel organizational success.

A healthy TOA helps leaders recognize the need to relax control of expression. Allowing self-expression and contribution within social norms and rules of behaviour allows a culture of inclusivity, psychological safety, and innovation. 

The Emotional Intelligence of Both/And

Balancing the tension of paradox isn’t only a logistical challenge but also an emotional one. To lead in the “messy middle,” we must lean on specific interpersonal habits that transform workplace culture. Paradoxical leadership succeeds by fostering:

• Psychological Safety: Creating an environment where “Unapologetic Originality” can thrive because team members know they won’t be penalized for highlighting a “Botfly” (unexpected problem) or proposing a non-traditional surgery schedule.
• Emotional Intelligence (EQ): The self-regulation required for a leader to sit with the discomfort of not being in total control while still being “in charge.”
• Intellectual Humility: The openness to say, “I haven’t heard of that—tell me more,” which instantly reduces polarization and invites collaboration.
• Relational Transparency: Building trust by being human and vulnerable, which buffers the team against the anxiety of uncertainty.

My proprietary framework, the 3C Method offers a method for executing Paradoxical Leadership Behaviour, focusing on how individuals can increase tolerance of ambiguity and leaders can use actionable strategies to manage uncertainty in their workplace. 

With this framework, we can more effectively manage the tension between competing demands. Homogenize your milk, not your talent. 

In my new keynote, I use examples from the animal kingdom to highlight how we develop certain traits that should be leveraged to their potential. You don’t see a Malinois apologizing for their drive and determination, and don’t even think about asking a cat to change from a quiet observer. (really, don’t ask a cat to do anything…)

Why Unapologetic Originality Matters

When a leader successfully manages contradictions and holds paradox (thanks to an increased TOA), team members can see this behaviour and start to interpret conflicting demands in a more positive way. 

Pair that with adaptability, teams are able to respond to their environmental demands more effectively. When employees know that they can come to their managers with concerns, instead of being shoo-ed away like a botfly, they have more confidence in their contributions. 

In the face of constant disruption, adaptability is essential for a resilient, growth-oriented team.

Adaptable employees generally exhibit less anxiety and deal more creatively with change. This is not a pipe dream, it’s attainable with the right leadership and tools.

In recent keynotes on Creative Courage, I’ve seen this shift in real-time. In one group, the number of participants who identified as having ‘High Creative Confidence’ (rating 8-10/10) skyrocketed from 19% to over 55% in just 60 minutes. 

We aren’t just talking about theory; we are moving the needle on how people perceive their own potential. We even saw the ‘uncreative’ segment—those rating themselves 4 or lower—plummet from 21% to just 3% after one keynote. 

When people believe they have the capacity to see things differently and to change, possibilities emerge. If we can change someone’s self-concept about creativity in less than an hour, imagine the results if a leader encourages them every day!

Unapologetic originality is the freedom for employees to contribute their unique ideas without fear of personal or professional reprisal. 

The paradoxical leader fosters a system that confirms a liberating truth: It is safe to be vulnerable, ambitious, flexible, dedicated, and human all at the same time. 

Want some actionable activities?

My Creative Breakthrough Workbook has 18 strategies to build a creative culture, that in turn builds tolerance of ambiguity, to try with your team today.

Cultivating the Paradox Mindset

According to McKinsey, individuals who report high levels of resilience and adaptability are more than three times more likely than their peers to report high engagement at work and almost four times more likely to report an increase in innovative behaviours. 

By buffering team members from uncertainty and being crystal clear with expectations (role ambiguity is a key driver of burnout), paradoxical leaders provide psychological safety.

• Paradoxical leadership is positively related to job, career, and life satisfaction over time;
• And employees feel less insecure about their jobs 

To survive and thrive in complexity and build collaboration in cohesive teams, we must master the art of holding two truths simultaneously. The paradox.

And while we spend 40 hours a week together (or more), don’t we all want to experience a little more joy on this blue dot hurtling through space? 

Unlocking Organizational Wellbeing and Innovation

If you’re ready to master the tensions of complex leadership and drive innovation in your organization, let’s work together: 

The 3C Method > Keynote Details

Unapologetic Originality > Keynote Details 

Ambiguity Assessment > Book a Discovery Call 

Give me 15 minutes of your time, and we can discuss your team’s biggest challenges. You’ll come away with actionable strategies, whether or not you book a keynote, workshop, or ambiguity assessment. Pinky promise.