Streat - Complexity Leadership Theory

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Presentation by David A. Streat. Accompanying blog post at: http://www.govloop.com/profiles/blogs/complexity-leadership-theory

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  • Reference:Phelan, S. E. (2001). What is complexity science, really? Emergence, 3(1), 120-136
  • Use for annotated bibliographiesKAMSDissertations
  • Streat - Complexity Leadership Theory

    1. 1. Complexity Leadership Theory (CLT)<br />Can it help 21st century decision makers?<br />David A. Streat<br />SBSF 7100<br />Mentor: Dr. Walter McCollum<br />3-1<br />
    2. 2. Introduction<br />3-2<br /><ul><li>Traditional leadership approach</li></ul>What is complexity science (CS)?<br />What are complex adaptive systems (CAS)?<br />What is complexity leadership theory (CLT)?<br />How can leaders apply CLT to 21st century decision-making?<br />
    3. 3. Traditional Leadership<br />Top-down approach<br />Leaders specify desired futures.<br />Leaders direct change.<br />Leaders eliminate disorder and the gap between intentions and reality.<br />Leaders influence others to enact desired futures. <br /> (Uhl-Bien & Marion, 2008, p. 135-143)<br />
    4. 4. What is Complexity Science?<br />Complexity science is a new way to scientifically study the world we live in. <br />Complexity science examines the interactions of simple causes that may have large-scale effects on a given situation.<br />Complexity science does not predict outcomes. <br />Complexity science is multi-dimensional and allows interconnectedness.<br /> (Phelan, 2001, p. 2-3).<br />3-4<br />
    5. 5. What are Complex Adaptive Systems?<br />CASs are a basic unit of analysis in complexity science. <br /> (Uhl-Bien & McKelvey, 2008, p. 187)<br />CASs are open, non-linear dynamical systems that adapt and evolve. <br /> (Merali, 2006, p. 216-221)<br />CASs are comprised of agents and individuals as well as groups of individuals (Lichtenstein, & Uhl-Bien, et al., 2006, p. 3). <br />CASs allows for negative and positive feedback (Merali, 2006, p. 216-221).<br />3-5<br />
    6. 6. What is Complexity Leadership Theory?<br />CLT is a framework containing administrative, adaptive, and enabling leadership components.<br />CLT is a way to examine dynamic, complex systems, and processes. <br />CLT is a theory that attempts to distinguish leadership from managerial positions. <br />CLT is a way to examine an organization’s systems of interactions.<br />CLT attempts to create control structures and align the vision and mission of the organization while influencing order.<br /> (Uhl-Bien & McKelvey, 2008, p. 187-189)<br />3-6<br />
    7. 7. The good side of complexity<br />Complexity facilitates healthier lives. <br />Complexity also allows us the opportunity to be a more diverse and engaging world.<br />Complexity is a source of creativity and innovation.<br />Complexity creates the best possibility for improvement and lasting change to happen. <br /> (Dixon-Homer, 2011, p. 6).<br />3-7<br />
    8. 8. Complexity contributes to an organization’s vulnerability.<br /> Complexity suddenly pushes leaders to a new equilibrium. <br /> Complexity causes organizational failures to look like falling dominoes.<br /> Complexity contributes to an organizationational uncertainty.<br /> (Dixon-Homer, 2011, p. 6). <br />The bad side of complexity<br />3-8<br />
    9. 9. CLT & 21st Century Decision-Making<br />Organizations have to change how they are managed (Burnes, 2004, p.321).<br />Must focus on how leadership may occur in all interactions .<br /> (Lichtenstein & Uhl-Bien et al., 2006, p. 8)<br />Shift the focus of information systems (Merali, 2006, p. 224). <br />Must understand that they do not direct, change, or control future outcomes (Plowman et al., 2007, p. 344).<br />3-9<br />
    10. 10. CLT& 21st Century Decision-Making<br />Leaders enable interactions and are catalyst.<br />Leaders give meaning to what is happening in the organization.<br />Leaders disrupt exiting patterns by creating conflict and acknowledge uncertainty.<br />Establish simple rules, encouraging “swarm like” behaviors, and promote non-linear interactions.<br />Act as sense-makers by creating correlation through language and direction.<br /> (Plowman et. al., 2007, p. 345)<br />3-10<br />
    11. 11. Dixon-Homer, T. (2011). Shifting the trajectory of civilization. Oxford Leadership Journal, 2(1), p. 2-10.<br />Burnes, B. (2004). Kurt Lewin and complexity theories: Back to the future? Journal of Change Management, 4(4), 309-325. <br />Lichtenstein, B. B., Uhl-Bien, M., et al. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence: Complexity and Organization, 8(4), 2-12. <br />Merali, Y. (2006). Complexity and information systems: The emergent domain. Journal of Information Technology, 21, 216-228. <br />Phelan, S. E. (2001). What is complexity science, really?<br /> Emergence, 3(1), 120-136. <br />Plowman, D. A., Solansky, S., Beck, T. E., Baker, L., & Kulkarni, M. (2007). The role of leadership in emergent, self-organization. The Leadership Quarterly, 18, 341-356. <br />Uhl-Bien, M., & Marion, R. (2008). Complexity leadership Part I: Conceptual foundations. Information Age Publishing, Inc: Charlotte, NC. <br />References<br />3-11<br />
    12. 12. Conclusion & Questions<br /> ???????????<br />3-12<br />

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