Complexity Leadership Theory (CLT)

Can it help 21st century decision makers?

David A. StreatSBSF 7100

Mentor: Dr. Walter McCollum

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Introduction

• Traditional leadership approach

• What is complexity science (CS)?

• What are complex adaptive systems (CAS)?

• What is complexity leadership theory (CLT)?

• How can leaders apply CLT to 21st century decision-making?

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Traditional Leadership• Top-down approach

• Leaders specify desired futures.

• Leaders direct change.

• Leaders eliminate disorder and the gap between intentions and reality.

• Leaders influence others to enact desired futures.

(Uhl-Bien & Marion, 2008, p. 135-143)

What is Complexity Science?• Complexity science is a new way to scientifically study the world we

live in.

• Complexity science examines the interactions of simple causes that may have large-scale effects on a given situation.

• Complexity science does not predict outcomes.

• Complexity science is multi-dimensional and allows interconnectedness.

(Phelan, 2001, p. 2-3).

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What are Complex Adaptive Systems?• CASs are a basic unit of analysis in complexity science.

(Uhl-Bien & McKelvey, 2008, p. 187)

• CASs are open, non-linear dynamical systems that adapt and evolve.

(Merali, 2006, p. 216-221)

• CASs are comprised of agents and individuals as well as groups of individuals (Lichtenstein, & Uhl-Bien, et al., 2006, p. 3).

• CASs allows for negative and positive feedback (Merali, 2006, p. 216-221).

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What is Complexity Leadership Theory?

• CLT is a framework containing administrative, adaptive, and enabling leadership components.

• CLT is a way to examine dynamic, complex systems, and processes.

• CLT is a theory that attempts to distinguish leadership from managerial positions.

• CLT is a way to examine an organization’s systems of interactions.

• CLT attempts to create control structures and align the vision and mission of the organization while influencing order.

(Uhl-Bien & McKelvey, 2008, p. 187-189)

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The good side of complexity • Complexity facilitates healthier lives.

• Complexity also allows us the opportunity to be a more diverse and engaging world.

• Complexity is a source of creativity and innovation.

• Complexity creates the best possibility for improvement and lasting change to happen.

(Dixon-Homer, 2011, p. 6).

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The bad side of complexity• Complexity contributes to an organization’s vulnerability.

• Complexity suddenly pushes leaders to a new equilibrium.

• Complexity causes organizational failures to look like falling dominoes.

• Complexity contributes to an organizationational uncertainty. (Dixon-Homer, 2011, p. 6).

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CLT & 21st Century Decision-Making

• Organizations have to change how they are managed (Burnes, 2004, p.321).

• Must focus on how leadership may occur in all interactions .

(Lichtenstein & Uhl-Bien et al., 2006, p. 8)

• Shift the focus of information systems (Merali, 2006, p. 224).

• Must understand that they do not direct, change, or control future outcomes (Plowman et al., 2007, p. 344).

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CLT& 21st Century Decision-Making

• Leaders enable interactions and are catalyst.

• Leaders give meaning to what is happening in the organization.

• Leaders disrupt exiting patterns by creating conflict and acknowledge uncertainty.

• Establish simple rules, encouraging “swarm like” behaviors, and promote non-linear interactions.

• Act as sense-makers by creating correlation through language and direction.

(Plowman et. al., 2007, p. 345)

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References• Dixon-Homer, T. (2011). Shifting the trajectory of civilization. Oxford Leadership Journal, 2(1), p. 2-10.

• Burnes, B. (2004). Kurt Lewin and complexity theories: Back to the future? Journal of Change Management, 4(4), 309-325.

• Lichtenstein, B. B., Uhl-Bien, M., et al. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence: Complexity and Organization, 8(4), 2-12.

• Merali, Y. (2006). Complexity and information systems: The emergent domain. Journal of Information Technology, 21, 216-228.

• Phelan, S. E. (2001). What is complexity science, really?

Emergence, 3(1), 120-136.

• Plowman, D. A., Solansky, S., Beck, T. E., Baker, L., & Kulkarni, M. (2007). The role of leadership in emergent, self-organization. The Leadership Quarterly, 18, 341-356.

• Uhl-Bien, M., & Marion, R. (2008). Complexity leadership Part I: Conceptual foundations. Information Age Publishing, Inc: Charlotte, NC.

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Conclusion & Questions

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