A Paradoxical Leadership Model for Social Entrepreneurs

Abstract

Social enterprises offer the promise of financially sustainable organizations that can respond to the world’s most pressing problems. Yet for social enterprises to succeed, their leaders must effectively manage conflicting demands that arise from dual commitments to improving social welfare and achieving commercial viability. While existing research highlights distinct skills for managing social missions or business competencies, we draw on paradox research to build theory about the challenges and associated skills for effectively engaging the tensions emerging from their juxtaposition. We then use two exemplary settings, in the field and in the classroom, to illustrate tools for developing these skills. Integrating these challenges, skills, and pedagogical tools, we propose a paradoxical leadership model for social entrepreneurs.

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