Complex adaptive leadership for performance: A theoretical framework

Abstract

This paper uses complexity theory to help our understanding of the development of specific leadership characteristics that would be appropriate in today’s complex and turbulent environments. In terms of complexity theory complex systems accomplish harmony through uncontrolled interactions of various different agents. The consequences of these interactions are unpredictable (Plowman et al. Leadersh Q 18(4):341–356, 2007). In complex systems the leader’s responsibility is to incorporate interactions between agents that may occur in multi-dimensional processes (Avolio et al. Ann Rev Psychol 60(1):421–449, 2009; Taylor et al. Leadersh Q 22(2):412–433, 2011). In complex environments, classical, top-down leadership styles are presumed not to be effective (Schneider and Somers, Leadersh Q 17(4):351–365, 2006). Therefore, in this study, a theoretical framework including the necessary leadership attributes within complex adaptive systems will be developed and discussed. The framework presents an integrative perspective of leadership that focuses on effective and necessary leadership attributes, reactions and interactions that are expected to positive organizational performance in complex and chaotic environments.