We consider Complexity Leadership Theory in contexts of bureaucratic forms of organizing to describe how adaptive dynamics can work in combination with administrative functions to generate emergence and change in organizations. Complexity leadership approaches are consistent with the central assertion of the meso argument that leadership is multi-level, processual, contextual, and interactive. In this paper we focus on the adaptive function, an interactive process between adaptive leadership (an agentic behavior) and complexity dynamics (non-agentic social dynamics) that generates emergent outcomes (e.g., innovation, learning, adaptability) for the organization. Propositions regarding the actions of complexity leadership in bureaucratic forms of organizing are offered.
Research Professor. Director at Learning Change Project – Research on society, culture, art, neuroscience, cognition, critical thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, sustainability, thinkers, ++
Giorgio Bertini does not work for, consult, own shares in or receive funding from any company or organization that would benefit from these papers, and has disclosed no relevant affiliations beyond their academic appointment.
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