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

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

Subordinates’ Resistance and Managers’ Evaluations of Subordinates’ Performance

The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality leader-member exchange (LMX) relationships and that the multifunctional perspective is characteristic of higher quality leader-member exchanges

Subordinates’ Resistance and Managers’ Evaluations of Subordinates’ Performance

The authors explored the validity of two perspectives as to how managers evaluate subordinates who resist downward influence attempts: a uniformly dysfunctional perspective (i.e., managers regard all manifestations of resistance as indicators of ineffective influence and rate subordinates unfavorably when they resist) and a multifunctional perspective (i.e., managers regard some manifestations of resistance as more constructive than others and rate subordinates more favorably when they employ constructive resistance tactics). The results of two studies provided support for an interactive model, which predicts that the uniformly dysfunctional perspective is characteristic of lower quality leader-member exchange (LMX) relationships and that the multifunctional perspective is characteristic of higher quality leader-member exchanges

Future of Leadership in Healthcare: Enabling Complexity Dynamics Across Levels

Healthcare is one of the world\u27s fastest-growing industries with over $10 trillion in projected spending by 2022 (Deloitte, 2019). Despite this growth, the industry faces several challenges including rising costs, care delivery outside urban areas and to marginalized populations, digital transformation, and regulatory compliance. To navigate these challenges and capitalize on growth opportunities, leaders must build and manage complex dynamics occurring in the space between the organization and a wide range of internal and external stakeholders. In this symposium, we address this issue by assembling a group of scholars trained in healthcare management, strategy, leadership, and organizational theory to discuss the role of leaders in the future of healthcare. Through a series of presentations, we will illustrate how leaders in healthcare enable complexity dynamics across organizational levels to drive desired outcomes. In doing so, we bring to the forefront the multilevel and complex nature of healthcare leadership and invite innovative thinking about leadership for the future of healthcare. Building Extra-Organizational Adaptive Networks: Complexity Leadership in Healthcare Presenter: Erin Bass; U. of Nebraska, Omaha Presenter: Ivana Milosevic; College of Charleston Physician CEOs & Patient Safety Presenter: Geoffrey Silvera; Auburn U. Presenter: Timothy J. Vogus; Vanderbilt U. Presenter: Jonathan Clark; U. of Texas At San Antonio Management Practices of Under-Resourced Nursing Homes Presenter: Justin Lord; Louisiana State U. Shreveport Stitching Ties: Team Performance in the Connected Organization Presenter: John Hollingsworth; U. of Michigan Presenter: Jason Owen-Smith; U. of Michigan, Ann Arbor Presenter: Dennie Kim; U. of Virginia Darden School of Business Presenter: Marlon DeMarcie Twyman; U. of Southern California, Annenberg School for Communication and Journalism Identifying Healthcare\u27s Future Leaders: Development of a Leadership Potential Model for Healthcare Presenter: Kevin S. Groves; Pepperdine U. Presenter: Ann E. Feyerherm; Pepperdine Graziadio Business Schoo