Emergent Opportunities in Complexity, Leadership, and Sustainability

Abstract

The illumination of nonlinear and dynamic systems, exemplified by the complexity of challenges at the nexus of social and ecological systems (e.g., climate change, water scarcity, and environmental injustice), necessitates a new understanding of leadership. Guided by the revolutionary thinking of complexity theory, this leadership perspective details leadership for sustainability. Leadership for sustainability suggests systems are comprised of dynamic relationships, including social and socialecological relationships, in which every action, and interaction, creates an opportunity to disrupt the system. It is through system disruption that change emerges, as relationships throughout the system form new patterns of equilibrium. In leadership for sustainability, each individual within the system has the capacity to initiate change and the responsibility to continually adjust interactions in support of system sustainability, defined as ecological viability, social equity, and economic prosperity. This leadership perspective explores the implications of leadership for sustainability during and after the global COVID-19 pandemic, emphasizing how leadership scholarship and practice must change to equip all individuals with the capacity to disrupt systems, collaborate across differences, learn continuously, and build relationships in an effort to collectively advance toward a more ecologically, socially, and economically sustainable future.

Improving leader effectiveness: impact on employee engagement and retention

“…Additionally, from years of experience in applying complexity leadership elements, we have found that involving followers in the change increases buy-in, providing a sense of comfort and an element of excitement. Moreover, enabling employees to understand that changes are emergent (sudden) and unpredictable prepares the organization for a more ambiguous process (Marion, 2008;Tsai et al, 2019;McKim and Goodwin, 2021). Ironically, our experience indicates that organizational leaders are frequently stressed over outcomes that are nonpredictable.…”

“…However, organizations should consider building a win-win scenario to balance organizational effectiveness with employee well-being (Little and Little, 2006;Lockwood, 2007;Macey et al, 2011;Markos and Sridevi, 2010;Parker and du Plooy, 2021). Organizational leaders during change initiatives develop interconnectivity between its employees which enables adaptive and innovative solutions (Heifetz, 2003;Uhl-Bien and Arena, 2017;Diesel and Scheepers, 2019;McKim and Goodwin, 2021). Bushe and Nagaishi (2018) identify the importance of employees feeling that they can express their opinions and that their needs are being addressed (Gagn e and Bhave, 2011).…”

“…Moreover, enabling employees to understand that changes are emergent (sudden) and unpredictable prepares the organization for a more ambiguous process (Marion, 2008; Tsai et al. , 2019; McKim and Goodwin, 2021). Ironically, our experience indicates that organizational leaders are frequently stressed over outcomes that are nonpredictable.…”

Sustainability Leadership in Saudi Non-profit Organizations: A Qualitative Insight Governance

“…Sustainable development represents a major organizational change, and partnerships have been formulated to achieve goals by helping to develop relationships between actors in order to foster sustainability (Kassem et al, 2020). All sectors and industries are now working together towards the goal of sustainability (McKim & Goodwin 2021).…”

“…The private sector is fundamental to the promotion of sustainable development, but to contribute positively to sustainable development they must change and become sustainable themselves. This complex process is often accompanied by disagreement and concern, thus creating an excellent opportunity for suitably trained individuals, teams and companies to reinforce and lead the change towards corporate sustainability, even if they are comparatively unimportant in global terms (McKim & Goodwin, 2021). The goals they set will determine how companies will gain and manage human and financial resources and leadership skills which are critical for the survival of both non-profit and for-profit firms, and differences in these goals will shape leadership structures and attitudes to governance.…”