Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era

Uhl‐Bien, Mary; Marion, Russ; McKelvey, Bill

doi:10.1007/978-90-481-9014-0_8

Cited by 327 publications

(650 citation statements)

References 73 publications

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“…Not only could they see interdependencies,28 these leaders were aware of their own role in them. In contrast to several studies of physician leadership which see change as a result of the deliberate communication of leaders’ own visions,3 23 our participants took action based on the full acknowledgement of their organisations’ complexity, that is, visions were created in concert with others 47…”

Section: Discussionmentioning

confidence: 99%

Effective physician leaders: an appreciative inquiry into their qualities, capabilities and learning approaches

Savage

Storkholm

Mazzocato

et al. 2018

leader

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PurposeThe aim of this study was to explore the qualities and capabilities effective physician leaders attribute to their success in leading change and how they developed these.MethodThe authors interviewed 20 emerging and senior leaders using a semistructured interview guide informed by appreciative inquiry. Data were subjected to an inductive qualitative content analysis to identify themes related to qualities, capabilities and learning approaches.ResultsThe qualities identified were clarity of purpose to improve care, endurance, a positive outlook and authenticity. They were considered innate or developed during participants’ upbringing. Capabilities were to ground management in medicine, engage others, catalyse systems by acting on interdependencies and employ a scientific approach to understand problems and measure progress. Capabilities were developed through cross-pollination from a diversity of work experiences, reflection, when education was integrated with practice and when their organisational environment nurtured ambition and learning.ConclusionsThis study reframes current leadership thinking by empirically identifying qualities, capabilities, and learning approaches that can contribute to effective physician leadership. Instead of merely adapting leadership development programmes from other domains, this study suggests there are capabilities unique to effective physician leadership: ground management in medicine and employ a scientific approach to problem identification and solution development. The authors outline practical implications for individuals and organisations to support leader development as a cohesive organisational strategy for learning and change.

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Section: Discussionmentioning

confidence: 99%

Effective physician leaders: an appreciative inquiry into their qualities, capabilities and learning approaches

Savage

Storkholm

Mazzocato

et al. 2018

leader

View full text Add to dashboard Cite

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“…Leadership can also be focused internally, exclusively for the benefit of individual team members, or externally, to deal with wider influences on team performance, or both. Finally, it is possible that leadership may not be restricted to one individual but be shared among team members69 or emerge from complexity 71. It is premature to decide which of these theories or models is most suitable for explaining the diffuse influences of leadership in the OR, but there are several potential candidate theories on which to base future research.…”

Section: Discussionmentioning

confidence: 99%

Towards a model of surgeons' leadership in the operating room

Parker

Yule

Flin

et al. 2011

BMJ Quality & Safety

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Ten relevant articles were identified and organised by method of investigation into (i) observation, (ii) questionnaire and (iii) interview studies. This review summarises the limited literature on surgeons' intraoperative leadership, and proposes a preliminary theoretically based structure for intraoperative leadership behaviours. This structure comprises seven categories with corresponding leadership components and covers two overarching themes related to task- and team-focus. Selected leadership theories which may be applicable to the operating room environment are also discussed. Further research is required to determine effective intraoperative leadership behaviours for safe surgical practice.

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“…The developments described above and below in the social learning models are particularly encouraging when seen against the background of the rapidly-growing body of literature on the subjects of: • Complex adaptive systems (Pahl-Wostl et al, 2007;Muffatto and Faldani, 2003;Corning, 2002) • Emergence (Dalke et al, 2007;Corning, 2002) • Self-organising (Dietz et al, 2003;Heylighen and Gershenson, 2003;Susi and Ziemke, 2001) • Stigmergic processes, which Heylighen (2007) and Susi and Ziemke (2001) explain as processes in which the work (ergon in Greek) done by one agent provides a stimulus (stigma) that entices other agents to continue the job • Open access development systems (Maidment, 2010;Heylighen, 2007) • Collective intelligence and leadership's role and development in the above (Uhl-Bien et al, 2007) These are all beginning to impact on the discourse informing the emergence of the concept of reasoning support systems …”

Section: Igniting a Field Of Inspired Connectionsmentioning

confidence: 97%

Catchment management agencies as crucibles in which to develop responsible leaders in South Africa

Dent

2012

WSA

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During the past 17 years in South Africa, far-reaching policy, legislation and institutional changes in water-related governance have occurred. Responsible leaders have ensured that a paradigm of integrated water resource management (IWRM) is firmly entrenched in the above policy, legislation and institutional arrangements. IWRM in turn demands a level of interaction between individuals, disciplines and organisations such that multi-sector, multi-level stakeholders can collectively, timeously, wisely and cost-effectively visit the consequences of their proposed, present and past actions. Such social learning processes demand leadership and the ongoing development of leaders at all levels. This paper is structured around the propositions for leadership development in the field outlined by Scharmer (2009a). The principal aim of the paper is to reveal the extent to which the multi-sector catchment management agency (CMA) phenomenon is an ideal crucible for leadership development in the field. It is argued that the complex adaptive system that embodies the water realm needs to be engaged by developing complex adaptive systems of governance and that the CMAs have the potential to meet this requirement. Furthermore, it is argued that processes to achieve this required leadership are also ideal for developing leadership. At a time when worldwide developments in communication and computer technology have spawned an exponential growth in successful endeavours related to self-organising around common challenges, the CMA provides a unique and nourishing context for self-organising that simultaneously connects to South Africa's water governance mainstream of policies, laws, institutions and administrative procedures.

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Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era

Cited by 327 publications

References 73 publications

Effective physician leaders: an appreciative inquiry into their qualities, capabilities and learning approaches

Effective physician leaders: an appreciative inquiry into their qualities, capabilities and learning approaches

Towards a model of surgeons' leadership in the operating room

Catchment management agencies as crucibles in which to develop responsible leaders in South Africa

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