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Complexity theory: the changing role of leadership

Angelique Keene (Angelique Keene is a part‐time PhD student at Essex University, Colchester, UK and a consultant in management change and development.)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 1 February 2000

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Abstract

The study of complex adaptive systems which explains the constant flux of living systems is arousing much interest as a paradigm and model for studying organisational behaviour and associated disciplines. A new order of reality emerges as a result of the constant interaction and coevolution of the elements of the system as well as their interaction with the system itself. The space of complexity is that state which the system occupies and which lies between order and chaos. One major impact on organisations in applying the concepts of complexity theory is the way in which leadership is seen and the need for change.

Keywords

Citation

Keene, A. (2000), "Complexity theory: the changing role of leadership", Industrial and Commercial Training, Vol. 32 No. 1, pp. 15-18. https://doi.org/10.1108/00197850010311121

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited

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