The organization as a complex system: implications on leadership conceptualization
DOI:
https://doi.org/10.18041/1900-0642/criteriolibre.2012v10n16.1179Keywords:
Adaptive complex systems, leadership, complexity, emergency, serf-organizationAbstract
The implications on leadership of shifting from a conventional vision, in which the Organization looks like a machine and the leader is in charge of promoting its stability and decide the path to take, to the recent advances, in which Organization is assumed as a complex system that through selforganization generates new ways to adapt. This perspective involves deep changes in the leadership concept which is less focused on the leader and more on the leadership processes that result in the system as a product of the agent’s interaction. Through a collaborative leadership, leaders must take the Organization to a far from balanced stage in order to promote learning and innovation, being these, key aspects to the corporate sustainability.
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References
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Sanders, T. I. (1998). strategic thinking and the new science: Planning in the midst of chaos, complexity and change. New York: The Free Press.
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the leadership Quarterly 17, 351–365.
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Stacey, R. D. (1996). complexity and creativity in organizations. San Francisco: Berrett- Koehler Publishers.
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). “Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era”, in: the leadership Quarterly, 18 (4), 298-318.
Yukl, G. (2002, 5th ed.). leadership in organizations. Upper Saddle River, New
Jersey: Prentice Hall.
Bass, B. (1990). “From transactional to transformational leadership: Learning to share the vision”, in: organizational Dynamic, 8, 19-31.
Blandin, N.M. (2008). re-conceptualizing leadership for an era of complexity and uncertainty: a case study of leadership in a complex adaptive system (tesis doctoral). USA: George Washington University.
Bonney, C. (2003). from the inside out: an aprreciative inquiry into leadership, culture and complexity. Ottawa, Canada: Royal Roads University.
Castro, G.A. (2011). “Perspectivas para el desarrollo de la administración y retos para la dirección de las organizaciones”, en: revista universidad & empresa, 20, 145-159.
Crozier, M. & Friedberg, E. (1980). actors and systems: the politics of collective action. 1th edition, Chicago, USA: The University of Chicago Press.
Dooley, K. (2007). “Leadership and a computational model of organizations”, in: J. Hazy, J. Goldstein & B. Lichtenstein (eds.). complex systems leadership theory. new perspectives from complexity science on social and organizational effectiveness. Mansfield, USA: ISCE Publishing, 327-332.
Dotlich, D. L. & Cairo, P. C. (2002). unnatural leadership: going against intuition and experience to develop ten new leadership instincts. San Francisco: Jossey-Bass.
Eisenhardt, K. M. & Bhatia, M. M. (2002). “Organizational complexity and computation”, in: Baum, J. A. C. (ed.) companion to organizations. Oxford, England: Blackwell Publishers.
Eoyang, G. H. (1997). coping with chaos: seven simple tools. Cheyenne, Wyoming: Lagumo Corporation.
Gell-Mann, M. (2007). el quark y el jaguar: aventuras en lo simple y lo complejo. Barcelona: Tusquets Editores.
Goldstein, J. (2007). “A new model for emergence and its leadership implications”, in: J. Hazy, J. Goldstein & B. Lichtenstein (eds.). complex systems leadership theory. new perspectives from complexity science on social and organizational effectiveness. Mansfield, USA: ISCE Publishing, 61-92.
Goldstein, J.A. (2002). “The singular nature of emergent levels: Suggestions for a theory of emergence”, in: nonlinear Dynamics, Psychology and life sciences, 6 (4), 293-309.
Hazy, J., Millhiser, W., & Solow, D. (2007). “Mathematical and computational models of leadership”, in: J. Hazy, J. Goldstein & B. Lichtenstein (eds.). complex systems leadership theory. new perspectives from complexity science on social and organizational effectiveness. Mansfield, USA: ISCE Publishing, 163-194.
Hazy, J.K., Goldstein, J.A., & Lichtenstein, B.B. (2007). “Complex Systems Leadership Theory: An Introduction”, in: J. Hazy, J. Goldstein & B. Lichtenstein (Eds.), complex systems leadership theory. new perspectives from complexity science on social and organizational effectiveness. Mansfield, USA:
ISCE Publishing, pp.1-13.
Heifetz, R.A., Grashow, A., & Linsky, M. (2009). the practice of adaptive leadership: tools and tactics for changing your organization and the world. Boston: Harvard Business Press.
Hesselbein, F. (2002). Hesselbein on leadership. San Francisco: Jossey-Bass.
Holland, J. H. (2004). el orden oculto: De cómo la adaptación crea la complejidad. México: Fondo de Cultura Económica.
Jackson, M. C. (2003). systems thinking: creative holism for managers. West Sussex, England: John Wiley & Sons, Ltd.
Jennings, P., & Dooley, K. (2007). “An emerging complexity paradigm in leadership research”, in: J. Hazy, J. Goldstein & B. Lichtenstein (eds.). complex systems leadership theory. new perspectives from complexity science on social and organizational effectiveness Mansfield, USA: ISCE Publishing, pp. 17-34.
Kauffman, S. A. (1993). the origins of order: selforganization and selection in evolution. New York: Oxford University Press.
Kelly, K. (1998). new rules for the new economy: ten radical strategies for a connected world. New York, Penguin Books.
Kelly, S. & Allison, M.A. (1999). the complexity advantage: How the science of complexity can help your business achieve peak performance. New York: Business Week Books.
Kiuchi, T. & Shireman, B. (2002). What we learned in the rainforest: Business lessons from nature. San Francisco: Berrett-Koehler Publishers, Inc.
Marion, R. (1999). the edge of organization: chaos and complexity theories of formal social systems. Thousand Oaks, California: Sage Publications.
Marion, R., & Uhl-Bien, M. (2001). “Leadership in complex organizations”, in: leadership Quarterly, 12 (4), 389-418.
McMaster, M. (1996). the intelligence advantage: organizing for complexity. Boston: ButterworthHeinemann.
Morgan, G. (1998). imágenes de la organización. México D.F.: Alfaomega.
Munda, G. (2002). “Social Multi-criteria Evaluation (Smce): Methodological Foundations and Operational Consequences”, in: european Journal of operational research, 158 (3), 662-677.
Olson, E. E., & Eoyang, G. H. (2001). facilitating organizational change: lessons from complexity science. San Francisco: JosseyBass/Pfeiffer.
Osborn, R. N., Hunt, J.G., & Jauch, L. R. (2002). “Toward a contextual theory of leadership”, in: leadership Quarterly, 13 (6), 797-837.
Pascal, R., Millemann, M., & Gioja, L. (2002). el líder en tiempos de caos. las leyes de la naturaleza y las nuevas leyes de los negocios. Barcelona: Paidós Empresa.
Regine, B. & Lewin, R. (2000). “Leading at the edge: How leaders influence complex systems”, in: emergence, 2 (2), 5-23.
Sammut-Bonnici, T., & Wensley, R. (2002). “Darwinism, probability and complexity: Market-based organizational transformation and change explained through the theories of evolution”, in: international Journal of management reviews, 4, 291-315.
Sanders, T. I. (1998). strategic thinking and the new science: Planning in the midst of chaos, complexity and change. New York: The Free Press.
Schneider, M. & Somers, M. (2006). “Organizations as complex adaptive systems: implications of complexity theory for leadership research”, in:
the leadership Quarterly 17, 351–365.
Schwandt, D. (2008). “Individual and collective coevolution. Leadership as emergent social structuring”, in: M. Uhl-Bien & R. Marion (eds.). complexity leadership. Charlotte, North Caroline: Information Age Publishing, 101-128.
Schwandt, D. R., & Marquardt, M. J. (2000). organizational learning: from world-class theories to global best practices.Florida: St. Lucie Press.
Spillane, J. P. (2006). Distributed leadership. San Francisco: Jossey-Bass.
Solé, R., Bascompte, J., Delgado, J., Luque, B. y Manrubia, S. (1996). “Complejidad en la frontera del caos”, en: investigación y ciencia, 236, 14-21.
Stacey, R. D. (1996). complexity and creativity in organizations. San Francisco: Berrett- Koehler Publishers.
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). “Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era”, in: the leadership Quarterly, 18 (4), 298-318.
Yukl, G. (2002, 5th ed.). leadership in organizations. Upper Saddle River, New
Jersey: Prentice Hall.
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2017-11-30
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