Complex adaptive leadership for performance: a theoretical framework

Bulutlar, F. and Kamaşak, R. ORCID: https://orcid.org/0000-0001-8768-3569 (2013) Complex adaptive leadership for performance: a theoretical framework. In: Banerjee, S. and Erçetin, Ş. Ş. (eds.) Chaos, Complexity and Leadership 2012. Springer Netherlands, pp. 59-65. ISBN 9789400773615 doi: 10.1007/978-94-007-7362-2_9

Abstract/Summary

This paper uses complexity theory to help our understanding of the development of specific leadership characteristics that would be appropriate in today’s complex and turbulent environments. In terms of complexity theory, complex systems accomplish harmony through uncontrolled interactions of various different agents. The consequences of these interactions are unpredictable (Plowman et al., 2007). In complex systems, the leader’s responsibility is to incorporate interactions between agents that may occur in multi-dimensional processes (Avolio et al., 2009; Taylor et al., 2011). In complex environments, classical, top-down leadership styles are presumed not to be effective (Schneider & Somers, 2006). Therefore, in this study, a theoretical framework including the necessary leadership attributes within complex adaptive systems will be developed and discussed. The framework presents an integrative perspective of leadership that focuses on effective and necessary leadership attributes, reactions and interactions that are expected to positive organizational performance in complex and chaotic environments.

Item Type	Book or Report Section
URI	https://reading-clone.eprints-hosting.org/id/eprint/114546
Identification Number/DOI	10.1007/978-94-007-7362-2_9
Refereed	Yes
Divisions	Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	Springer Netherlands
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