Leadership and negative capability
探讨了“负能力”概念，即在困难情境中保持思考的能力，与支持果断行动的“正能力”相对，并通过国际合资企业案例说明其领导实践。
A B S T R AC T Our aim in this article is to explore and explain the concept of ‘negative capability’, in the context of the current resurgence of interest in organizational leadership. We suggest that negative capa-bility can create an intermediate space that enables one to continue to think in difficult situations. Where positive capability supports ‘decisive action’, negative capability supports ‘reflective inaction’, that is, the ability to resist dispersing into defensive routines when leading at the limits of one’s knowledge, resources and trust. The develop-ment of negative capability is discussed but it is suggested that its status is problematic in the context of a societal and organizational culture dominated by control and performativity. The practice of negative capability is illustrated throughout the article, using a case study of the leadership of an international joint venture. K E Y W O R D S containment dispersal leadership learning negative capability