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Is complexity leadership theory complex enough? A critical appraisal, some modifications and suggestions for further research
Scholars are increasingly seeking to develop theories that explain the underlying processes whereby leadership is enacted. This shifts attention away from the actions of ‘heroic’ individuals and towards the social contexts in which people with greater or lesser power influence each other. A number of researchers have embraced complexity theory, with its emphasis on non-linearity and unpredictability. However, some complexity scholars still depict the theory and practice of leadership in relatively non-complex terms. They continue to assume that leaders can exercise rational, extensive and purposeful influence on other actors to a greater extent than is possible. In effect, they offer a theory of complex organizations led by non-complex leaders who establish themselves by relatively non-complex means. This testifies to the enduring power of ‘heroic’ images of leader agency. Without greater care, the terminology offered by complexity leadership theory could become little more than a new mask for old theories that legitimize imbalanced power relationships in the workplace. This paper explores how these problems are evident in complexity leadership theory, suggests that communication and process perspectives help to overcome them, and outlines an agenda for further research on these issues.
History
Publication status
- Published
File Version
- Accepted version
Journal
Organization StudiesISSN
0170-8406Publisher
SAGE PublicationsExternal DOI
Issue
2Volume
40Page range
219-238Department affiliated with
- Management Publications
Full text available
- Yes
Peer reviewed?
- Yes
Legacy Posted Date
2018-06-14First Open Access (FOA) Date
2018-06-14First Compliant Deposit (FCD) Date
2018-06-14Usage metrics
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