Please use this identifier to cite or link to this item: http://hdl.handle.net/10321/2452
Title: Complexity theory and leadership for turbulent environments
Authors: Mason, Roger Bruce 
Keywords: Leadership;Management;Complexity;Turbulence;Chaos;Self-organisation
Issue Date: 2013
Publisher: Kamla-Raj
Source: Mason, R.B. 2013. Complexity theory and leadership for turbulent environments. Journal of Social Sciences. 36(3): 295-307.
Journal: Journal of social sciences ItemCrisRefDisplayStrategy.journals.deleted.icon
Abstract: Businesses and their environments are complex adaptive systems, and are therefore too complex to be ‘managed’ by a single leader. Thus, the traditional view of a leader as a decision-maker, instructing and controlling the organisation is inappropriate in complex/turbulent environments. A qualitative, case method, using depth interviews, investigated leadership activities in four companies, in a country with a turbulent environment, to identify if self-organising leadership is more effective in turbulent environments than traditional bureaucratic management. The findings showed that self-organising leadership appears superior in turbulent environments. These findings and their implications are discussed, and recommendations for further research are made.
URI: http://hdl.handle.net/10321/2452
ISSN: 1812-0687
Appears in Collections:Research Publications (Management Sciences)

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