Complexity Leadership: The Third Decade
DOI:
https://doi.org/10.33423/jlae.v21i4.7370Keywords:
leadership, accountability, ethics, complexity leadership, complex adaptive leadership, adaptive leadership theoryAbstract
Complexity leadership, complex adaptive leadership, and adaptive leadership are distinct yet interconnected research areas, originating in the early 1980s. This article extends a systematic review, focusing on the third decade of literature in these fields. The authors examined 778 business-related articles, narrowing down to 91 published between 2003 and 2012 for detailed deductive analysis. Findings from this decade highlight a shift from traditional, leader-centric models to adaptive, holistic frameworks that emphasize emergence, nonlinearity, feedback loops, and interdependence. Key themes include adaptive capacity, self-organization, and distributed cognition, which underscore the importance of collaborative leadership in managing complex, volatile environments. These insights offer practical guidance, illustrating how organizations can use these principles to foster continuous innovation, adaptability, and resilience—laying the groundwork for the most recent fifteen years of complexity leadership research.
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