Complex adaptive leading‐ship and open‐processional change processes

Abstract

Purpose

This paper aims to determine what leader‐leading competencies enable management of turbulent, uncertain change and what principles from a complex adaptive systems perspective constitute it.

Design/methodology/approach

The paper is a qualitative research case study.

Findings

It is found that there are three leading‐ship competencies: administrative, adaptive and enabling.

Originality/value

The paper illustrates that complex adaptive organizations oblige leaders to view differently organizational networks and their role within such networks.

Citation

Ford, R. (2010), "Complex adaptive leading‐ship and open‐processional change processes", Leadership & Organization Development Journal, Vol. 31 No. 5, pp. 420-435. https://doi.org/10.1108/01437731011056443