That the social profit sector is a challenging work environment is an open door. First-line managers within the social profit very often find themselves in complex contexts. During the development programme 'leading in paradoxes', we discovered that many managers strongly recognise themselves in the field of tension that arises between different polarities present on the shop floor at the same time, such as letting go and steering.
There is a need to become more capable in complex contexts. In this research, we want to develop insights and tools to help front-line managers deal with emergent practices: embrace the complexity, look for the prevailing paradoxes and act from the options that emerge.
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