Chapter 16 Complexity and Strategic Leadership

Abstract

The current strategic leadership literature tends to advocate a leader-centric (upper-echelon) approach to strategy, one in which the leader positions the organization competitively within an environment. Based on complexity theory, we argue that strategic leadership in a fast-paced environment works to organize both the environment and the organization in ways that enhance the firm's adaptability, innovativeness, and fitness. We propose a two-pronged strategy: Foster cooperative relationships with the organization's environment, and enable adaptive organizations that are “partners” in the strategic leadership function.

Citation

Marion, R. and Uhl-Bien, M. (2007), "Chapter 16 Complexity and Strategic Leadership", Hooijberg, R., (Jerry) Hunt, J.G., Antonakis, J., Boal, K.B. and Lane, N. (Ed.) Being There Even When You Are Not (Monographs in Leadership and Management, Vol. 4), Emerald Group Publishing Limited, Leeds, pp. 273-287. https://doi.org/10.1016/S1479-3571(07)04015-1