Leadership and negative capability
探讨了‘消极能力’这一概念，即在困境中保持思考的能力，与‘积极能力’支持果断行动不同，它支持反思性不作为，帮助领导者在知识、资源和信任的极限处避免陷入防御性习惯。
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 capability 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 development 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.