Purpose

The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely byproducts of enabling ambiguous innovation. An analysis of March’s theories of slack, and the concepts of exploration and exploitation, as well as that of foolishness, are used to support the adoption of authentic and ethical leadership as an intelligent practice and, more concretely, to portray the leader as a resilient “juggling fool.”

Design/methodology/approach

This paper makes use of primary data by focusing on March’s published works, as well as on interviews and other materials written about him, or those discussing his contributions. A post-hoc practice of “appreciation” facilitated a fresh refraction of the “evidence” to identify or recognize new perspectives and/or challenges to March’s conceptualization of leadership, while relying on literature and metaphor to engage in “polymorphic research.”

Findings

This paper presents March as a complex thinker, whose thoughts on leadership have received, perhaps, less attention for being thought to be more refractive and less empirical. Nonetheless, his reflections on leadership re-discover him as a solid leadership philosopher. His use of literature, his theories of slack and the concepts of exploration and exploitation, as well as that of foolishness, may help leadership scholars to understand the essence of authentic and ethical leadership as an intelligent practice.

Practical implications

This paper proposes to extrapolate March’s vast insights about organizational theory to further develop the framework of authentic leadership. This re-framing of the leader as a “juggling fool” constitutes an empowered view of leadership that comes closer to balancing the complementary purposes of leadership and management; an effort that rests at the core of the future of leadership.

Originality/value

Despite the ostensible popularity of leadership over management as a desired organizational outcome, March’s phenomenal insights remind current and developing leaders of just how much the two fields must overlap in constant tension. It is, perhaps, the conceptualization of a leader as an authentic and resilient “juggling fool” what adds depth of meaning to March’s contributions to the field of leadership beyond that of management.

中文翻译：

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March 对领导力的愚蠢看法，或者如何乐观地失败，追求道德真实性，选择有意识的韧性并实现模棱两可的创新

目的

本文的目的是折射马奇关于领导力的观点，在一个真实的模型中重新构建它们，该模型将乐观的失败和有意识的弹性理解为实现模棱两可的创新的可能副产品。对马奇的懈怠理论、探索和剥削的概念以及愚蠢的理论的分析被用来支持采用真实和道德的领导作为一种明智的实践，更具体地说，将领导者描绘成一个有弹性的人“杂耍笨蛋。”

设计/方法/方法

本文利用主要数据，重点关注 March 已发表的作品，以及关于他或讨论他的贡献的采访和其他材料。“鉴赏”的事后实践促进了“证据”的新折射，以识别或承认马奇领导力概念化的新观点和/或挑战，同时依靠文学和隐喻进行“多态研究”。

发现

这篇论文将马奇描述为一个复杂的思想家，他关于领导力的思想可能因为被认为更具折射性和更少的经验而受到较少的关注。尽管如此，他对领导力的反思重新发现了他是一位可靠的领导力哲学家。他对文学作品的运用、他的松弛理论、探索和剥削的概念以及愚蠢的概念，可能有助于领导学者理解作为一种明智实践的真实和道德领导的本质。

实际影响

本文建议推断马奇对组织理论的广泛见解，以进一步发展真正的领导框架。这种将领导者重新定义为“杂耍傻瓜”的做法构成了一种授权的领导力观，它更接近于平衡领导力和管理的互补目的；这种努力是未来领导力的核心。

原创性/价值

尽管表面上领导力比管理更受欢迎，作为理想的组织结果，March 非凡的洞察力提醒现任和发展中的领导者，这两个领域必须在持续的紧张局势中重叠多少。或许，将领导者概念化为一个真实的、有弹性的“杂耍傻瓜”，为马奇在管理领域之外的领导力领域所做的贡献增添了深刻的意义。