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Complexity Leadership Theory

Complexity Leadership Theory

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  • 1. Complexity  leadership  Theory  •  ATTD-­‐6200  Leadership   Development  •  By:  John  R.  Turner  
  • 2. Complexity  Leadership  Theory   IntroducCon   Complexity  Theory  (CT)   Complexity  Leadership  Theory  (CLT)   CLT  CharacterisCcs    CorrelaCon    AggregaCon    AutocatalyCc  Mechanism    Nonlinear  Emergence   Advantages  &  Disadvantages   Conclusion  
  • 3. IntroducCon  •  In  an  IBM  research  of  more  than  1,500  CEO’s   Howard  Tollit  idenCfied  as  on  of  the   significant  findings:  •  “Complexity  has  overtaken  change  as  the   main  challenge  facing  CEOs  across  the  globe  –   and  more  than  half  of  UK  &  Irish  CEOs  doubt   their  ability  to  manage  it  (the  porporCon’s   even  higher  worldwide)”  (management  today,   2010).  
  • 4. IntroducCon  •  Manville  and  Ober  (2003)  idenCfied  that   “We’re  in  a  knowledge  economy,  but  our   managerial  and  governance  systems  are  stuck   in  the  Industrial  Era.    It’s  Cme  for  a  whole  new   model”  (as  cited  in  Uhl-­‐Bien,  Marion,  &   McKelvy,  2007,  p.  298).  
  • 5. Complexity  Theory  •  CLT  is  derived  from  CT  •  CT  “concerns  the  descripCon  and  predicCon  of   systems  that  exhibit  complex  changing   behavior  at  the  macroscopic  level,  emerging   from  the  collecCve  acCons  of  many  interacCng   components”  (Mitchell,  2009,  p.  15).   –  The  Brain;  interacCng  neurons   –  The  WWW;  Network  of  individual  players    
  • 6. Complexity  Theory  •  “Complexity  theorists  are  interested  in   understanding  how  the  interacCons  of  people   in  organizaCons  lead  to  the  creaCon  of   paberns  of  behavior,  which  in  turn  shape   organizaConal  strategies,  power  structures,   and  networks  of  relaConships”  (Ardichvili  &   Manderscheid,  2008,  p.  624).  
  • 7. Complexity  Leadership  Theory  •  CLT  funcCons  to  create  “condiCons  that   enable  the  interacCons  through  which  the   behaviors  and  direcCon  of  organizaConal   systems  emerge.    Leaders  provide  control  by   influencing  organizaConal  behavior  through   managing  networks  and  interacCons”  (Marion   &  Uhl-­‐Bien,  2001,  p.  406).  
  • 8. CharacterisCcs  of  CLT  •  CorrelaCon  •  AggregaCon  •  AutocatalyCc  InteracCon  •  Nonlinear  Emergence  
  • 9. CorrelaCon  •  Shared  interest  among  agents  (people)  •  Common  beliefs  •  Similar  world-­‐views  •  Type  of  bonding  process  between  agents  •  Fosters  integraCon  among  agents  •  Forms  aggregates  (networks)  
  • 10. AggregaCon  •  Changes  among  agents  •  Changes  are  ogen  caused  by  interacCons  and   correlaCon  between  agents  and  networks  of   agents  •  CT  sees  small  changes,  at  the  micro-­‐level,   leading  to  large  changes,  at  the  macro-­‐level  •  Self-­‐organizing  
  • 11. AutocatalyCc  InteracCon  •  The  state  where  different  units  (agents  or   departments)  interact  •  InteracCon  cannot  be  predetermined  by   leadership  •  InteracCon  must  be  enabled  by  leaders  •  Has  a  moderaCng  effect  •  Self-­‐generaCng  system  
  • 12. Nonlinear  Emergence  •  Nonlinear  (inter-­‐  &  intra-­‐department,  internal   and  external  of  organizaCon)  •  Sudden  and  unpredictable  change   –  InnovaCon   –  New  technologies   –  Break  into  new  markets  •  Structures  evolve  and  reorganize   –  Similar  to  a  network  system  •  Bobom-­‐up  directed  
  • 13. Advantages  /  Disadvantages  •  Advantages   –    Self-­‐organizing   –    less  managerial  funcCons  •  Disadvantages   –    OrganizaConal  Culture  Change   •   leaders  have  to  release  control   •   follower  have  more  responsibiliCes   –    HR  Challenge   –    PotenCal  for  Chaos  
  • 14. Conclusion  •  Through  Complex  Leadership  Theory  Leaders   Should:   –  Create  condiCons  for  innovaCon  as  opposed  to   creaCng  the  innovaCon   –  Drop  seeds  of  innovaCon  rather  than  mandaCng   innovaCon  plans   –  Create  opportuniCes  to  interact  rather  than  creaCng   isolated  and  controlled  work  cubicles   –  Tend  to  networks   –  Catalyze  more  than  they  control  (Marion  &  Uhl-­‐Bien,   2001).  
  • 15. References  Ardichvili,  A.  &  Manderscheid  (2008).    Emerging  pracCces  in  leadership   development:  An  introducCon.    Advances  in  Developing  Human   Resources,  10(5),  619-­‐631.  Management  Today  (2010,  June  07).    MT  leadership  visions:  Capitalising  on   complexity.    Retrieved  from   hbp://www.managemenboday.co.UK/news/1008266/mt-­‐leadership-­‐ visions-­‐capitalising-­‐complexity/  Marion,  R.  &  Uhl-­‐Bien,  M.  (2001).    Leadership  in  complex  organizaCons.    The   Leadership  Quarterly,  12,  389-­‐418.    Retrieved  from  hbp:// www.elsevier.com/wps/find/journaldescripCon.cws_home/620221/ descripCon#descripCon  Mitchell,  M.  (2009).    Complexity:  A  guided  tour.    New  York,  NY:  Oxford   University  Press.  Uhl-­‐Biewn,  M.,  Marion,  R.,  &  McKelvey,  B.  (2007).    Complexity  leadership   theory:  Shiging  leadership  from  the  industrial  age  to  the  knowledge  era.     The  Leadership  Quarterly,  18,  298-­‐318.  doi:  10.1016/j.leaqua. 2007.04.002