Strategies of Complexity Leadership in Governance Systems

Nooteboom, Sibout; Termeer, C.J.A.M.

doi:10.1080/12294659.2013.10805238

Cited by 18 publications

(14 citation statements)

References 4 publications

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“…For that reason, CLT aims at a leadership model for complex networks of informally linked actors within a bureaucratically coordinated organizational context. CLT thus combines the leadership potential of informal network dynamics that foster learning, innovation, and adaptability in complex contexts with the leadership of central structures for coordination and the production of outcomes in line with the vision and mission of the organization Whereas Uhl-Bien and colleagues developed CLT to conceptualize and study leadership dynamics within organizations in a business context, Nooteboom and Termeer (2013) showed that CLT also has an important potential for complex governance systems including multiple actors. On the basis of two case studies, Nooteboom and Termeer (2013) revealed leadership strategies creating conditions that are favorable for the emergence of innovations.…”

Section: Developing Complexity Leadership Theory For Multi-actor Govementioning

confidence: 99%

A Relational Approach to Leadership for Multi-Actor Governance

Craps

Vermeesch

Dewulf

et al. 2019

Administrative Sciences

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Multi-actor governance, in which a broad mix of actors collaborates to deal with complex societal problems, requires a leadership approach that can take into account the dynamic interdependencies between the involved actors. A relational approach to leadership, focusing on processes and practices, is more adequate for that purpose than approaches focusing on individuals and positions. Complexity leadership theory offers such a relational approach to leadership within organizations. In this article, we use complexity leadership theory to capture the emergent leadership processes between organizations. We focus on the characteristics of the informal relations between representatives of different organizations that enable dealing with the often-conflicting goals and values in multi-actor governance. The case of a landfill mining initiative for sustainable materials governance is used as an illustration to clarify the main concepts and arguments.

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Section: Developing Complexity Leadership Theory For Multi-actor Govementioning

confidence: 99%

A Relational Approach to Leadership for Multi-Actor Governance

Craps

Vermeesch

Dewulf

et al. 2019

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…In complex systems, leadership cannot be considered to be an individual role but a phenomenon which is shaped by dynamic interactions (Lichtenstein et al, 2006;Hazy, 2006;Osborn, Hunt and Jauch, 2006;Nooteboom and Termeer, 2013). The challenge within the scope of leadership is as follows: "How can organisations enable and coordinate CAS dynamics and informal emergence (where appropriate) without suppressing their adaptive and creative capacity?"…”

Section: Theoretical Framework: Complexity and Leadershipmentioning

confidence: 99%

Understanding Complexity Leadership: Lesson From Emerging Environment

Dziubińska¹

2018

SiM WZ UW

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In the article, the author concentrates on the exploration of the nature of leadership behaviours and their impact on organisational performance in multinational enterprises (MNEs) in turbulent environments. The results of studies were to answer the following two questions. How and which leadership approach helps understand adaptive processes in an emerging environment? What are complex leadership behaviours of MNEs and how do they influence a successful organisational performance? The article begins with theoretical foundations for the perception of leadership in the light of assumptions resulting from the complexity theory. Then, the empirical context for deliberations, i.e. behaviours of international enterprises in the conditions of emerging markets, is presented. Relationships between leadership and results obtained by organisations were described on the basis of the quality attitude of the case study. The research sample included five small and medium-sized MNEs developing their business activity on emerging markets (EMs). The results exhibit two strategies of dealing with the complexity of phenomena, i.e. complexity reduction and complexity absorption. The aim of the first one is convergence, the latter one is divergent in a distinct way. Effectiveness in both cases requires different activities to combine the administrative and the adaptive functions of leadership. Moreover, in surveyed companies, depending on which leadership types were dominated, the organisations were inclined to develop their activities in different domains of the environment of the emerging market. These tendencies may, in short-term, suggest a possible direction of development of organisations.

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“…Within complex systems it is difficult to attribute change to individual leaders: leadership acts emerge in different networks each at their own level. Local acts can produce small or bigger changes in other aspects of the system or in the system as a whole (Uhl-Bien et al, 2007, Nooteboom, Termeer, 2013. Complexity leadership theory proposes three leadership functions: administrative, adaptive, and enabling.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…It originates in fight among agents over conflicting needs, ideas, or preferences and results in movements, change alliances, or cooperative efforts. Enabling leadership maneuvers and protects the conditions in which adaptive leadership can flourish, and it allows for emerging innovations (Uhl-Bien et al, 2007, Nooteboom andTermeer, 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Examining Leadership Characteristics at International Multilaterals

Raišienė¹,

Pulokiene²,

Valickas³

2018

Montenegrin Journal of Economics

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The paper discusses leadership characteristics in international projects that require cooperation. The influence of the leader's traits and qualities on the implementation of the multilateral project was studied under the framework of the Latvia-Lithuania-Belarus TransBorder Cooperation Program. A multistage survey in different target groups was used for the research. The research revealed that there is no discrepancy between the effective leadership at multilaterals and effective leadership concepts in general. Nevertheless, some specific leader's characteristics and qualities can be underlined. Multilateral projects require leader to be competitive, self-confident, visionary and supportive at first. Herewith, the leader must have good knowledge on the project technical requirements, an ability to consult project team on performance, a capability to coordinate and to control project processes, a capacity to effectively manage project documentation, a competence of mentoring and employee engagement, an ability to meet project team needs, and perfect skills of project internal and external communication. The research also revealed that cultural differences of team members can determine the attitude towards leadership. JEL classification:L14; L38; M12.

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Strategies of Complexity Leadership in Governance Systems

Cited by 18 publications

References 4 publications

A Relational Approach to Leadership for Multi-Actor Governance

A Relational Approach to Leadership for Multi-Actor Governance

Understanding Complexity Leadership: Lesson From Emerging Environment

Examining Leadership Characteristics at International Multilaterals

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