Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research

Document Type

Article

Publication Date

8-1-2006

Abstract

This article contrasts the assumptions of General Systems Theory, the framework for much prior leadership research, with those of Complexity Theory, to further develop the latter's implications for the definition of leadership and the leadership process. We propose that leadership in a Complex Adaptive System (CAS) may affect the organization indirectly, through the mediating variables of organizational identity and social movements. A rudimentary model of leadership in a CAS is presented. We then outline two non-linear methodologies, dynamic systems simulation and artificial neural networks, as appropriate to enable development and testing of a model leadership under the assumptions of Complexity Theory. © 2006 Elsevier Inc. All rights reserved.

Identifier

33745947389 (Scopus)

Publication Title

Leadership Quarterly

External Full Text Location

https://doi.org/10.1016/j.leaqua.2006.04.006

ISSN

10489843

First Page

351

Last Page

365

Issue

4

Volume

17

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