Complex adaptive leadership

Complex adaptive leadership (CAL) is a complementary approach to leadership based on a polyarchic assumption (i.e. leadership of the many by the many), rather than based on an oligarchic assumption (i.e. leadership of the many by the few). Leadership in this theory is seen as a complex dynamic involving all, rather than only a role or attribute within a hierarchy. The theory calls for skills, attributes and roles which are additional to the demands of traditional leadership.[1] The theory draws from complexity science and from complex adaptive systems theory.

Origins

The underlying philosophy of complex adaptive leadership is not new, and the roots of the theory's approach to leadership can be traced as far back as the writings of Lau Tzu's Tao Te Ching (c. 500BC) where Lau Tzu wrote of the best leader: "when the task is done, the people will say we did it ourselves".[2] More modern roots include the situational leadership theory of Hersey and Blanchard,[3] Greenleaf's servant leadership,[4] the emergent strategy and shared leadership approach of Mintzberg,[5] the adaptive leadership of Heifitz and others,[6][7] as well as the more recent distributed leadership of Spillane.[8]

Definition

The term first appeared in various articles and chapters of books between 2000 and 2010, mainly in articles concerning medical leadership (see articles by: Tatsuo I 2002,[9] Hill et al. 2007,[10] Hanah et al. 2008,[11] Avolio et al. (2008),[12] Ford 2009,[13] and Chadwick 2010[14]).

The first book on the subject was written in 2010 by Obolensky,[15] who had made a link to chaos theory and leadership a few years earlier through research and publication under the auspices of the Centre for Leadership Studies at the University of Exeter in the UK.[16] The key output of complex adaptive leadership is self-organisation, and the ability for organisations to operate with reduced hierarchy, less management effort and bureaucracy, and resultant higher staff engagement with lower costs.[17] The term is becoming increasingly used by both practitioners and researchers to describe a more distributive approach to leadership.[18] The approach has had some neuroscientific research showing that it demands a wider view and capability than is normally ascribed to leadership, and this research has generated some interest in the military.[19]

References

  1. ↑ Ford, Randal (2010). "Complex adaptive leading-ship and open-processional change processes". Leadership & Organization Development Journal 31 (5): 420. doi:10.1108/01437731011056443.
  2. ↑ Tzu, L (1994) "Tao Te Ching" trans. M. Kwok, eds M. Palmer and J. Ramsay, Element Classical Editions
  3. ↑ Hersey P., Blanchard K.H. (1969) "Life Cycle theory of Leadership", Training and Development Journal, 1969 no 23
  4. ↑ Greenleaf, R. (1977) "Servant Leadership: A journey into the nature of legitimate power and greatness" Paulist press
  5. ↑ Mintzberg H., "Power in and around organisations" Prentice Hall 1983
  6. ↑ Heifitz R.A., Laurie D.L. (1997) "The work of Leadership", Harvard Business Review Jan/Feb 1997
  7. ↑ Heifitz R.A, Grashow A., Linsky M., (2009) "Practice of Adpative Leadership: Tools and Tactics for Changing Your Organization and the World: A Fieldbook for Practitioners", Harvard Business Press and Ronald Heifetz
  8. ↑ Spillane, J.P (2005) "Distributed Leadership", The Educational Forum Volume 69 Winter 2005
  9. ↑ Tatsuo I., (2002) "Complex Adaptive leadership of Presidents in Japanese General Hospitals", Journal Code:L0877A, Research Institute for Technology No. 21, Tokyo Denki University http://webcache.googleusercontent.com/search?q=cache:http://sciencelinks.jp/j-east/article/200319/000020031903A0522063.php (accessed 2012)
  10. ↑ Hill F., Stephens C., (2007) "Building leadership capacity in medical education: developing the potential of course coordinators" Medical Teacher, 2005, Vol. 27, No. 2 http://www.ncbi.nlm.nih.gov/pubmed/16019335
  11. ↑ Hannah S.T., Eggers J.T., Jennings P.L. (2008) "Complex Adaptive Leadership - Defining What Constitutes Effective Leadership for Complex Organisational Contexts" Chapter 5 of "Knowledge-driven Corporation:Complex Creative Destruction" eds Graen G.B, Graen J.A., LMX Leadership: The Series http://books.google.co.uk/books/about/Knowledge_driven_corporation.html?id=w_igtb0rCAcC&redir_esc=y
  12. ↑ Avolio, Bruce J.; Hannah, Sean T. (2008). "Developmental readiness: Accelerating leader development". Consulting Psychology Journal: Practice and Research 60 (4): 331. doi:10.1037/1065-9293.60.4.331.
  13. ↑ Ford, R. (2009). "Complex leadership competency in health care: Towards framing a theory of practice". Health Services Management Research 22 (3): 101–14. doi:10.1258/hsmr.2008.008016. PMID 19633178.
  14. ↑ Chadwick, Maureen Melia (2010). "Creating Order out of Chaos: A Leadership Approach". AORN Journal 91 (1): 154–70. doi:10.1016/j.aorn.2009.06.029. PMID 20102812.
  15. ↑ Obolensky N. (2010) "Complex Adaptive Leadership - Embracing Paradox and Uncertainty" Gower Applied Research
  16. ↑ Obolensky, N. (2007) "Chaos leadership and Polyarchy - Countering leadership Stress?", University of Exeter Centre for Leadership Extended Essay Series, ISBN 0-9549155-1-8
  17. ↑ Shannon N. (2012) "Buffalo Maps", Integral Leadership Review, January Edition 2012 http://integralleadershipreview.com/6202-book-review-buffalo-maps
  18. ↑ Yergler J.D. "Complex Adaptive Leadership - Embracing Paradox and Uncertainty", Leadership and Orgnaizational Development Journal Vol 32, Issue 3, pp316 - 318 http://www.emeraldinsight.com/journals.htm?articleid=1923604
  19. ↑ Balthazard et al, (2010) "A neuroscientific analysis of Complex Adaptive Leadership", joint Arizona State University, University of South Florida and West Point paper

External links

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