Complexity in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges and the adaptive practices required to respond to dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in balancing the entanglement of formal, top‐down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this article explores how leadership is enacted over the duration of six urban regeneration projects representing high, medium, and low levels of project complexity. The article suggests that greater attention needs to be paid to the tensions inherent in enabling leadership if actors are to cope with the complex, collaborative, cross‐boundary, adaptive work in which they are increasingly engaged.

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System-wide change is often challenging to achieve due to complex and fragmented institutions, dispersed and diffused power structures, confidence-sapping histories of failure and the influence of multiple and overlapping fields. This study examines how a large complex system-wide problem such as the Northern Ireland Conflict and Peace Process was paradoxically opened up and made more receptive to change by widening of the way the problem was framed. We demonstrate how and why the framing enables the mobilization of cooperation and the delivery of contextually appropriate collective action critical to the achievement of outcomes in system-wide change processes. More specifically, we examine how and why such complex and precarious processes emerge over extended timescales through four mechanisms: frame contesting, reframing, frame reproduction and frame defending. Each of these mechanisms is agentic, dynamic, purposive and politically charged. The time-series analysis of these interlinked mechanisms is a crucial and innovative feature of the study. We encourage management and organizational scholars to elevate their gaze to the system-wide changes so emblematic of contemporary society and offer an outline agenda for research.

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The purpose of this article is to engage in a new conceptualisation of liminality, as it applies to space and place in societies emerging from conflict but not yet at peace. We adopt a case study approach of two urban environments: Derry/Londonderry, a city that experienced acute levels of violence during the Northern Ireland conflict, and Bilbao, the largest city in the Basque Country, which has been at the crux of the cultural and economic struggle for Basque independence. The visual, built environment has been significantly reconfigured in both cities to communicate the transition from conflict. Yet the optics of peacebuilding does not necessarily reflect the experiences of communities as they move through complex processes. A more nuanced and critical reading of the urban environment often reveals stagnation within peace processes and the existence of liminal, inbetween spaces. This paper suggests that ‘transitional optics’ in societies moving out of conflict can physically illuminate the complex nature of building peace, and argues that the idea of permanent liminality can offer new ways of understanding the ways in which transitional processes can become trapped. An ‘end-point’ is not always achievable, or perhaps, for some, desirable. The characteristics of permanent liminality can be identified in three main areas: political imagery, physical regeneration and public space as a conflict arena.