Complexity leadership theory:

2019 ◽  
pp. 173-186 ◽  
Author(s):  
Leanne Gibbs ◽  
Frances Press ◽  
Sandie Wong
Keyword(s):  
Leadership Theory ◽  
Complexity Leadership ◽  
Complexity Leadership Theory

Importing Complexity Leadership Theory Into Bureaucratic Organizations in Non-Western Environments

2020 ◽  
Vol 2 (2) ◽  
pp. 1-18
Author(s):  
Francis Donkor ◽  
Isaac Sekyere
Keyword(s):  
Theoretical Models ◽  
Leadership Theory ◽  
Organizational Goals ◽  
Complexity Leadership ◽  
The Public ◽  
Complexity Leadership Theory ◽  
Hybrid Governance ◽  
Leadership Process ◽  
Study Support ◽  
Conceptual Underpinning

Criticisms of bureaucratic leadership in the public sector literature are increasing, and as such, a growing number of scholars in public administration are calling for a more complex and conceptually sound theoretical models of leadership that are collaborative and reduce the power of the leader and create hybrid governance models. With a multifaceted perspective, detailed conceptual underpinning and a growing body of empirical study support complexity leadership theory (CLT) as a potential to address many of the issues where an individual is seen to possess all the knowledge in the organizational goals. The intent for proposing the importation of CLT in PSOs is to offer a paradigm for thinking about leadership to explore issues that confound those from the traditional view to the shared and adaptive leadership process. In conclusion, the HR practitioners within the entity should be seen to be responsible for their actions. Therefore, adopting complexity leadership theory in today's PSOs will enhance the performance of employees.

scholarly journals Is Complexity Leadership Theory Complex Enough? A critical appraisal, some modifications and suggestions for further research

2018 ◽  
Vol 40 (2) ◽  
pp. 219-238 ◽  
Author(s):  
Dennis Tourish
Keyword(s):  
Critical Appraisal ◽  
Social Contexts ◽  
Leadership Theory ◽  
Theory And Practice ◽  
Power Relationships ◽  
Complexity Leadership ◽  
Complexity Leadership Theory ◽  
The Social ◽  
Underlying Processes ◽  
Enduring Power

Scholars are increasingly seeking to develop theories that explain the underlying processes whereby leadership is enacted. This shifts attention away from the actions of ‘heroic’ individuals and towards the social contexts in which people with greater or lesser power influence each other. A number of researchers have embraced complexity theory, with its emphasis on non-linearity and unpredictability. However, some complexity scholars still depict the theory and practice of leadership in relatively non-complex terms. They continue to assume that leaders can exercise rational, extensive and purposeful influence on other actors to a greater extent than is possible. In effect, they offer a theory of complex organizations led by non-complex leaders who establish themselves by relatively non-complex means. This testifies to the enduring power of ‘heroic’ images of leader agency. Without greater care, the terminology offered by complexity leadership theory could become little more than a new mask for old theories that legitimize imbalanced power relationships in the workplace. This paper explores how these problems are evident in complexity leadership theory, suggests that communication and process perspectives help to overcome them, and outlines an agenda for further research on these issues.

Promoting learning and innovation in organizations through complexity leadership theory

2016 ◽  
Vol 22 (5/6) ◽  
pp. 301-309 ◽  
Author(s):  
M. Mendes ◽  
C. Gomes ◽  
P. Marques-Quinteiro ◽  
P. Lind ◽  
L. Curral
Keyword(s):  
Organizational Performance ◽  
Review Literature ◽  
Leadership Theory ◽  
Emergent Properties ◽  
Organizational Survival ◽  
Content Type ◽  
Complexity Leadership ◽  
Effective Learning ◽  
Complexity Leadership Theory ◽  
And Control

Purpose Current organizations face a complex competitive landscape driven by globalization and technology that puts them in the course of a new economic age. This complexity stresses learning and innovation as fundamental mechanisms for organizational survival. This paper aims to propose that how learning and innovation emerge and affect organizational performance can be better understood through the complexity leadership theory. Design/methodology/approach The authors review literature on complexity leadership theory, learning and innovation in complex bureaucratic environments and then present reflections regarding how learning and innovation can be achieved through the interaction of three complexity leadership functions: adaptive, administrative and enabling. This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation. Findings We propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control. Originality/value This paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. Furthermore, this paper proposes that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments.

Sign in / Sign up

Export Citation Format

Share Document