Studying organizations as dynamic, open systems has captured the interest of organizational scholars for several decades. Along with other influences this has led to pr9gressively more sophisticated understanding of how leaders and followers interact and how their organizations interact with the external environment. In turn, as our understanding has improved, scholarly awareness of the complexity of leadership has increased. One might argue that this awareness correspondingly has produced a better understanding of the many tensions that derive from dilemmas and paradoxes that leaders face in their work.
Cafferky, M. E. (2007). Celebrating paradoxes in Christian leadership. Journal of Applied Christian Leadership. 2(1), 3 - 19.