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Full-Text Articles in Business
The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce
Department of Management: Faculty Publications
Leadership and, consequently, leadership development have taken on far greater import in recent times. As organizations have steadily progressed into the knowledge economy we can no longer rely on simple notions of top–down, command-and-control leadership, based on the idea that workers are merely interchangeable drones. Accordingly, in this special issue you will find seven articles that provide a glimpse over the horizon, so to speak, of leadership development: Together the authors provide a rich research roadmap and a practical set of options for leadership development professionals regarding the next important steps for leadership development, which will carry us well into …
The Role Of Leadership In Emergent, Self-Organization, Donde Ashmos Plowman, Stephanie Solansky, Tammy E. Beck, Lakami Baker, Mukta Kulkarni, Deandra Villarreal Travis
The Role Of Leadership In Emergent, Self-Organization, Donde Ashmos Plowman, Stephanie Solansky, Tammy E. Beck, Lakami Baker, Mukta Kulkarni, Deandra Villarreal Travis
Department of Management: Faculty Publications
As complex systems, organizations exist far from equilibrium where the ongoing interaction of system components leads to emergent and self-organizing behavior. What, then, is the role of leadership in systems where change often emerges in unexpected ways? In this paper, we build on the work of Marion and Uhl-Bien who suggest that in complex systems leaders enable rather than control the future. While traditional views of leadership focus on the leader’s responsibility for determining and directing the future through heavy reliance on control mechanisms, we offer empirical support for a different view of leadership based on a complexity perspective of …
Who Shall Lead? An Integrative Personality Approach To The Study Of The Antecedents Of Status In Informal Social Organizations, Peter D. Harms, Brent W. Roberts, Dustin Wood
Who Shall Lead? An Integrative Personality Approach To The Study Of The Antecedents Of Status In Informal Social Organizations, Peter D. Harms, Brent W. Roberts, Dustin Wood
Department of Management: Faculty Publications
The effects of personality traits, motives, and leadership identity claims on the attainment of status in informal, social organizations were assessed in several organizations using multiple indices of status. The power motive Hope for Power was predictive of holding executive offices. Extraversion and Conscientiousness predicted peer-ratings of social influence. Extraversion, Emotional Stability, and Dominance were related to subjective beliefs of personal power and influence. Seeing oneself as a leader mediated the effects of personality traits and motives on subjective sense of power and attaining social influence, but not achieving formal office. Together, these findings offer an integrated look at the …
Complexity Leadership Theory: Shifting Leadership From The Industrial Age To The Knowledge Era, Mary Uhl-Bien, Russ Marion, Bill Mckelvey
Complexity Leadership Theory: Shifting Leadership From The Industrial Age To The Knowledge Era, Mary Uhl-Bien, Russ Marion, Bill Mckelvey
Leadership Institute: Faculty Publications
Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledge-oriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g., learning, innovation, and adaptability) emerge. This article draws from complexity science to develop an overarching framework for the study of Complexity Leadership Theory, a leadership paradigm that focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of …