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Complexity Leadership Theory (CLT)

Complexity Leadership Theory (CLT). Can it help 21 st century decision makers? David A. Streat SBSF 7100 Mentor: Dr. Walter McCollum. Introduction. Traditional leadership approach What is complexity science (CS)? What are complex adaptive systems (CAS)?

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Complexity Leadership Theory (CLT)

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  1. Complexity Leadership Theory (CLT) Can it help 21st century decision makers? David A. Streat SBSF 7100 Mentor: Dr. Walter McCollum

  2. 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?

  3. 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)

  4. 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).

  5. 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).

  6. 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)

  7. 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).

  8. 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).

  9. 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).

  10. 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)

  11. 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.

  12. Conclusion & Questions ???????????

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