Complexity theory and Al Qaeda: Examining complex leadership

Recent events in the world are forcing us to restructure our understanding of leadership and organization. The al- Qaeda organization and its pervasive presence in the world demonstrated first-hand the power of a flexible, moderately coupled network of individuals brought together by a common need and aligned behind an informal and emergent leader. Its structure, which resulted from bottom-up coordination of individuals who voluntarily came together based on common need rather than from top-down hierarchical control, clearly demonstrates the power of a networked system based on relationships and shared vision and mission. To understand this and other types of network organizations, traditional models of leadership and organizational theory may no longer be sufficient, and may perhaps even limit our ability to realize the capabilities and resilience of such organizational forms. To address such limitations, leadership theorists are exhibiting interest in new perspectives on organizing such as complexity theory (Boal et al., in press; Hunt & Ropo, in press; Marion & Uhl-Bien, 2001; McKelvey, in press; Streatfield, 2001). Complexity theory proposes that organizations are complex systems composed of a diversity of agents who interact with and mutually affect one another, leading to spontaneous “bottom-up” emergence of novel behavior (Marion & Uhl-Bien, 2001; Regine & Lewin, 2000). Because of this, leadership in complex systems requires a shift in thinking from traditional “command-and-control” models that focus on control and stifle emergence (McKelvey, in press) to “complex leadership” models (Marion & Uhl-Bien, 2001) that enable interconnectivity and foster dynamic systems behavior and innovation. In this way, complexity theory helps explain organizational behavior relative to the “dynamic swirl” of social and organizational events that influence complex systems and their agents. The purpose of this article is to derive propositions regarding complexity and complex leadership (Marion & Uhl-Bien, 2001) and to illustrate them using the case of al-Qaeda. We will argue that the conditions that led to the emergence of al-Qaeda were conducive to complex leadership, and that complex leadership helps explain the success of this terrorist movement. Although detailed data of the sort needed for rigorous qualitative analysis are obviously unavailable, we believe that the al- Qaeda example is such a powerful illustration of complexity concepts that it merits a nontraditional format for presentation

Leadership in Complex Organizations

This paper asks how complexity theory informs the role of leadership in organizations. Complexity theory is a science of complexly interacting systems; it explores the nature of interaction and adaptation in such systems and how they influence such things as emergence, innovation, and fitness. We argue that complexity theory focuses leadership efforts on behaviors that enable organizational effectiveness, as opposed to determining or guiding effectiveness. Complexity science broadens conceptualizations of leadership from perspectives that are heavily invested in psychology and social psychology (e.g., human relations models) to include processes for managing dynamic systems and interconnectivity. We develop a definition of organizational complexity and apply it to leadership science, discuss strategies for enabling complexity and effectiveness, and delve into the relationship between complexity theory and other currently important leadership theories. The paper concludes with a discussion of possible implications for research strategies in the social sciences

Self-Management and Team-Making in Cross-Functional Work Teams: Discovering the Keys to Becoming an Integrated Team

Project teams are rapidly becoming the primary mechanisms for innovation and change in modern organizations. As such, they are designed to capitalize on leadership and integrated cross-functional teamwork and to negate subordination and individual gamesmanship. Unfortunately, research on cross-functional project teams is scarce and largely atheoretical. The increasing use of these project teams by modern organizations, however, calls for theory development in this area. In the present paper, self-management and team-making models are applied to cross-functional project designs to develop a theoretical framework for the investigation of teamwork effectiveness for integrated cross-functional project teams. Future issues for theory development and research methodology are presented

LMX and Subordinate Performance: The Moderating Effects of Task Characteristics

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies

Exploring the Micro-Dynamics of Adaptability: A Symbolic–Interpretative Perspective

Much of the work in contemporary organizations could be considered adaptive work: it requires individuals to deviate from routines to meet the needs of changing contexts. Yet, despite this, the dynamics of adaptive work have been largely underexplored. In this paper, we address this by exploring adaptive work as a micro-dynamic of organizational adaptability by focusing on different symbols individuals use in their work. We discover that individuals use exogenous (symbols surrounding the work) and endogenous (symbols within the work) symbols to insert variability into the work and adapt to unexpected events. Exogenous symbols create adaptive space where variability and routine coexist while endogenous symbols both link and disrupt routines thus enabling individuals to adapt to new circumstances. To this end, our study unpacks the practices that constitute adaptive work and adds clarity to the literature on organizational adaptation from the micro level of analysis

Leadership Ethics

Research into the topic of leadership ethics has grown and evolved gradually over the past few decades. This timely set arrives at an important moment in the subject\u27s history. In a relatively new field, such a collection offers scholars more than articles on a topic; it also serves to outline the parameters of the field. Carefully structured over three volumes, the material runs through an understanding of the key philosophic and practical questions in leadership ethics along with a wide range of literature - from disciplines including philosophy, business and political science, to name a few- that speaks to these questions.https://scholarship.richmond.edu/bookshelf/1031/thumbnail.jp

Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes

The EU, which produces about 80 million tons of vegetable protein (half of which is fodder) imports about 15 million tons of non-processed and coproducts of the food industry not usable by humans. About 87 % of the domestic consumption of vegetal proteins is for animal feed and allows the production of 11 million tons of animal protein for milk, meat and eggs. The highly developed compound feed industry provides 67 % of the protein excluding fodder and shows a strong diversification in its raw materials consumed. Globally, soybeans, whose imports have declined significantly over the past 10 years, account for only 18 % of the plant proteins used by animals. The EU's rate in world imports has decreased from 60 % in the early 1970s to less than 19 % today. France consumes 12 million tons of animal protein feed and has many similarities with the EU, but there is a key difference: it is a net exporter of 1.5 million tons of vegetal protein mainly as cereals. Whereas the EU is a net importer of "agricultural areas", France can export both animal and plant proteins thanks to its large agricultural areas and the diversity of its agricultures (with the Great West being specialized in animal production and other regions that benefit from high yields of plants)

Exploring social constructions of followership: A qualitative study

This study adopts a qualitative approach to deconstruct the meaning of followership. Interviews were conducted with employees in various industries to examine how individuals socially construct their roles as followers and to explore followership schemas and contextual influences that relate to these constructions. Results suggest that while some individuals socially construct definitions around passivity, deference and obedience, others emphasize the importance of constructively questioning and challenging their leaders. With regard to personal qualities that are thought to make followers effective, major themes such as obedience, expressing opinions, and taking initiative were found to be most disparate across different groups of followers. Results also revealed that contextual factors may affect both followership constructions and behavior in the follower role. These findings have important implications regarding a need to examine the construct of followership in leadership research, as well as raise interesting possibilities for advancing an “expanded” view of leadership in organizations

Leadership as experts by experience in professional education

A Knowledge Café approach was used to provide opportunities for participants to explore and reflect together on shared experiences of what it means to be an expert by experience, and the extent to which the role can be understood in terms of grounded concepts of ‘leadership’. Findings: The paper discusses how involvement as a service user emerged out of a personal drive to challenge and change appalling experiences of health and social care services. The paper goes on to illustrate this dynamic concept of leadership; the importance of networking with other users and carers, and, skills in enabling professionals to change. Argument and Conclusion: ‘Professional leadership’ is one of the domains of the UK Professional Capabilities Framework for social work defined as facilitated learning to include service users, carers and others involved.The call for a learning culture is not new and its application in complex practice and crisis points remains a current challenge. In contrast, the concept of Leadership discussed in this paper is grounded in experience and resonates with aspects of contemporary ethical, distributed and complex models of leadership but extends beyond organisations. Finally the paper raises the issue of learning opportunities available to experts by experience and the responsibilities for higher education and service providers to strengthen and support people in this complex role