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Purpose: This article presents an overview of the constructive functions of embracing (instead of rejecting) contradictions (otherwise known as a paradox mindset or Janusian thinking). It also demonstrates the positive impact of tension resulting from the cognitive consideration of simultaneous contradictions (as opposed to the traditional conviction that such cognitive dissonance is experienced as uncomfortable and reduced). Additionally, this article highlights the positive impact of a paradox mindset on augmenting teams' and institutions' creativity and performance. It also documents a method of evaluating the propensity for embracing contradictions (i.e., a paradox mindset). Design/methodology/approach: This article documents the construction and validation of an assessment tool, i.e., the Influence of Contradictions Questionnaire (ICQ), for evaluating the level of propensity for a paradox mindset. Findings: In the validation process (n = 120 Anglophonic sample), the ICQ proved to have positive psychometric parameters (discrimination power and reliability). Social implications: The ICQ can be used for scientific purposes, e.g., for comparison between segments of society or for finding possible correlations with other personality traits (e.g., empathy). It could also serve as an evaluation tool for teams' and individuals' levels of propensity for conceptual blending--especially when measuring the results of training in this area. Originality/value: This is a novel approach, both in the theoretical review of various manifestations of embracing contradictions, as well as in designing a comprehensive evaluation method. [ABSTRACT FROM AUTHOR]

Purpose: Traditionally, the effects of social influence have been delineated in terms of "leaders" exerting influence over "followers." Here we propose a new concept of social influence in which the leaders are influenced and, in fact, actively seek out that influence and build personal support networks that generate that influence. Approach: To examine the concept, we conducted both pilot (N=42) and main studies (N=113). The pilot study showed that leaders organize diverse support networks based on three major traits of the influence-givers: their competence, moral standards and creativity. Findings: The research confirmed that leaders cultivate five types of individual support networks or influence-providers: family and close friends, professional connections, colleagues and peers (mostly relating to leisure and entertainment), social engagement, and a local/neighborhood network. The research revealed several dependencies between the subjects' occupation and their expectations from the influence-providers. We also documented that leaders seek basically two kinds of individual support: support from individuals from whom they expect low-order processed information, i.e., facts and data; (type A), and support from individuals from whom they expect high-order, processed information, i.e., opinions, advice, strategies and predictions; (type B). It also confirmed that selection of type A supporters is primarily based on competencies and type B supporters are typically selected based on moral standing and creativity. Implications: This article will empower leaders to better understand the value of their support networks, also to organize the flow of received information. Value/Originality: We are presenting an original concept of social influence in reverse, broadening the cognition of social influence in positive management. [ABSTRACT FROM AUTHOR]

Purpose: This paper is addressing the question what personal characteristics help a leader to build social capital. The purpose is to present the development of a questionnaire to measure leaders' propensity for building social capital, depending on the perceived strength of bonds; it is also aimed at presenting the preliminary results of intercultural studies. Design/methodology/approach: This paper starts with a review of the theory on social capital and Granovetter's concept of the "strength of weak ties." Next the process of the development of the related questionnaire is presented. Findings: The developed questionnaire is a universal and reliable tool that can be used to study various social problems in different populations. The preliminary results of the questionnaire from 10 European countries suggest that the more distant the relationship is perceived the lower is the level of trust and sense of support. Moreover, data suggest that socio-economic organizations as well as those which are longer on the market obtained the highest results on the questionnaire's scales. Social implications: In conclusion possible applications are discussed, including measuring the dynamics of change in individuals' preparedness to build social capital, depending on the social or political context, for example, the presumable "openness" during peaceful social activities or movements. Originality/value: Social capital is commonly seen as a positive value, both in its individual and group dimensions, and several tools exist for measuring both. However, there seems to be a void and a need for a questionnaire measuring individual's propensity to develop social capital. [ABSTRACT FROM AUTHOR]