Mastering the leadership paradox: Knowing when to step in and when to step back
Monash Business School PhD candidate Xingyu (Sean) Feng.
13 October 2025
Should a good leader take charge or give their team autonomy? New research from Monash PhD candidate Xingyu (Sean) Feng reveals the best managers tailor their approach.
Some leaders like to steer the ship; others prefer to let their team take the helm.
However, new research by Monash Business School Department of Management PhD candidate Xingyu (Sean) Feng suggests the most effective leaders do both.
The idea for his doctoral work grew from observing what he calls “dual behaviours” in leaders he admired — at times giving clear direction, at others granting space for experimentation.
“At first glance, this style might seem inconsistent,” Mr Feng said.
“However, on closer reflection, this is precisely the wisdom: understanding how to adjust their approach to different situations and people.”
Turning paradox into performance
To investigate this phenomenon, Mr Feng studied 20 companies across production, marketing, sales and research and development.
He used interviews, surveys, field interventions and archival data to examine how leaders balanced these opposing approaches.
His findings showed that leaders who manage paradoxes well significantly improve team outcomes.In particular, teams led this way reported higher creativity and greater adaptability during organisational change.
“Such leaders not only help employees draw energy from seemingly conflicting work demands but also support them in achieving a better balance between work and family,” he said.
Professors Jane Tong and Herman Tse, Mr Feng’s supervisors, said the research tackles a pressing managerial problem, offering practical lessons for practising leaders.
“Business leaders face constant pressure to deliver results, respond to rapid change and meet rising employee expectations, all at once,” Profs Tong and Tse said.
“Sean’s research tackles this challenge by showing how paradoxical leadership enables leaders to embrace competing demands rather than choose between them.
”Next, Mr Feng plans to translate his findings into practical supports, including training programs and simple decision-making tools, to help managers judge when to step back and when to take the reins.
A global perspective
Mr Feng said his approach had been shaped by his cross-cultural experience at Monash, where he has been jointly supervised across the Malaysia and Australia campuses.
“Being part of a global academic community taught me how to find common ground in diversity,” he said.
“It showed me the value of different perspectives, rigorous thinking, and open dialogue.
”That experience gave him the confidence to see his work not only as an academic contribution but as something with practical and global impact.
“I hope my work will encourage people to view leadership from new perspectives and provide leaders with the tools to navigate everyday dilemmas,” he said.
Profs Tong and Tse said the cross-campus experience had accelerated Mr Feng’s development.
“With access to expertise and networks across both campuses, and the experience of working in two cultural contexts, he is already emerging as a rising star,” they said.
“His publications in internationally respected journals reflect the calibre of scholarship we expect from a future Monash PhD graduate, equipped with the global perspective and adaptability today’s researchers need.”
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