Leader Complexity in Personal and Professional Crises: Concurrent and Retrospective Information Processing

Suedfeld, Peter; Granatstein, J. L.

doi:10.2307/3792224

Cited by 15 publications

(8 citation statements)

References 20 publications

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“…Research on the complexity of people's thinking suggests that such events shape not only the content of our thoughts, but the way in which we think, as well. Suedfeld and others (Ballard, 1982;Porter & Suedfeld, 1981;Suedfeld, 1985;Suedfeld & Bluck, 1993;Suedfeld & Granatstein, 1995;Suedfeld, Corteen, & McCormick, 1986), in a wide range of archival studies, found that major life events had a significant influence on the complexity of individuals' thinking about their own lives, the social and political events of their times, and those around them.…”

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confidence: 99%

Thinking Ahead: Complexity of Expectations and the Transition to Parenthood

Pancer

Pratt

Hunsberger

et al. 2000

Journal of Personality

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This study examined the integrative complexity of thinking in individuals making the transition to parenthood, and the relationship between complexity and adjustment during this period. Sixty-nine couples were interviewed 3 months before their babies were born, and 6 months after the birth. The prenatal interview focussed on individuals' expectations about what it would be like being a parent; the postnatal interview focussed on individuals' actual experiences as parents. In addition, participants completed measures of depression, self-esteem, and marital satisfaction after each interview, and a measure of stress after the 6-month postnatal interview. Both men and women demonstrated a significant increase in the complexity of their thinking from the prenatal to the postnatal interview, with women demonstrating higher levels of complexity at both times. In addition, women with more complex expectations demonstrated better adjustment after their babies were born than did women with simpler expectations; these results were not obtained for men. Results are discussed with regard to the way in which thinking about the self changes as one negotiates major life transitions, and the way in which complex thinking can help counter some of the stresses that individuals may experience at these times.

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confidence: 99%

Thinking Ahead: Complexity of Expectations and the Transition to Parenthood

Pancer

Pratt

Hunsberger

et al. 2000

Journal of Personality

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“…The following few assumptions are briefly presented under the term complexity leadership (Friedrich, 2010;Lichtenstein et al, 2006;Suedfeld & Granatstein, 1995 Principally, we need to understand why complex adaptive systems are the best ones to resonate with the new era called the information age. Thus, it is critical to the nature of complex adaptive systems to define the limits of complexity leadership.…”

Section: Restrictions Of the Prevailing Theoriesmentioning

confidence: 99%

Complexity Leadership: A Theorical Perspective

Baltacı

Balcı

2017

IJELM

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Complex systems are social networks composed of interactive employees interconnected through collaborative, dynamic ties such as shared goals, perspectives and needs. Complex systems are largely based on "the complex system theory". The complex system theory focuses mainly on finding out and developing strategies and behaviours that foster continuous learning, resonating with new conditions and creativity in organizations with dynamic collaborative management mentality. Complex systems surely need leaders to manage complexity. Complexity leadership could be defined as adaptive mechanisms developed by complex organizations in new conditions required by the information age, rather than technical problems entailed by the industrial age. Complexity leadership is a joint, resultant product of the following three types of leadership: (1) administrative leadership based on strict control and a significant bureaucratic hierarchy (2) adaptive leadership fundamentally based on creative problem solving, resonating with new conditions and learning and (3) action-centered leadership that involves immediate decision-making mechanisms employed in crises and dynamic productivity. The study focuses on complexity leadership within the context of the complexity leadership theory. Keywords AbstractLos sistemas complejos son redes sociales formadas de empleados interactivos interconectados a través de lazos dinámicos y colaborativos, tales como metas, perspectivas y necesidades compartidas. Los sistemas complejos se basan en gran medida en "la teoría del sistema complejo". La teoría del sistema complejo se centra principalmente en descubrir y desarrollar estrategias y comportamientos que fomenten el aprendizaje continuo, que resuenen con las nuevas condiciones y la creatividad en las organizaciones con mentalidad dinámica de gestión colaborativa. Los sistemas complejos necesitan ciertamente líderes para gestionar la complejidad. El liderazgo de la complejidad podría definirse como mecanismos adaptativos desarrollados por organizaciones complejas en nuevas condiciones requeridas por la era de la información, más que por los problemas técnicos de la era industrial. El liderazgo de complejidad es un producto conjunto resultante de los siguientes tres tipos de liderazgo: (1) liderazgo administrativo basado en un control estricto y una jerarquía burocrática significativa (2) liderazgo adaptativo fundamentalmente basado en la resolución creativa de problemas, resonando con nuevas condiciones y aprendizaje y 3) un liderazgo centrado en la acción que implique mecanismos inmediatos de toma de decisiones empleados en las crisis y la productividad dinámica. El estudio se centra en el liderazgo de la complejidad dentro del contexto de la teoría del liderazgo de la complejidad.

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“…Decision‐making theorists have been intrigued by the collecting and evaluating of information and the selection of solution strategies by “societal elites”, because their decisions have profound impacts on the well‐being of society (Suedfeld and Granatstein :509) and because those decisions possess what scholars call “integrative complexity” (Schroder, Driver and Streufert ; Suedfeld and Tetlock ). Integrative complexity refers to “…the extent that decision‐makers search and monitor information, try to predict outcomes and reactions, flexibly weigh their own options, and consider potential strategies” (Suedfeld and Granatstein ). This complexity has two components: differentiation, the recognition of multiple perspectives of an issue and integration, the recognition that those perspectives are interconnected through trade‐offs, and compromises (Schroder et al.…”

Section: Force Dilemma Modelmentioning

confidence: 99%

Cool Hand Nuke: Lessons From the Quiet Diplomacy of the Cienfuegos Non-Crisis

Crall

Martin

2012

Foreign Policy Anal

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How does presidential framing and signaling of problems affect the potential solutions available to solve those problems? For example, the Cuban Missile Crisis was immediately labeled a crisis and limited alternative solutions. Conversely, the Cienfuegos submarine base dilemma of 1970—despite having graver potential consequences—was never framed as a crisis, was out of the public eye, and was equally successful at repealing a Soviet threat. We offer a Force Dilemma model that suggests the president's problem definition process should produce crisis classifications sparingly, considering and employing less confrontational instruments of power, without prematurely sending unnecessary signals to adversaries, contemporaries, and the public.

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Leader Complexity in Personal and Professional Crises: Concurrent and Retrospective Information Processing

Cited by 15 publications

References 20 publications

Thinking Ahead: Complexity of Expectations and the Transition to Parenthood

Thinking Ahead: Complexity of Expectations and the Transition to Parenthood

Complexity Leadership: A Theorical Perspective

Cool Hand Nuke: Lessons From the Quiet Diplomacy of the Cienfuegos Non-Crisis

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