Complexity Leadership Theory

(CLT)
Can it help 21st century decision makers?

David A. Streat
SBSF 7100
Mentor: Dr. Walter McCollum

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Introduction
Traditional leadership approach
What is complexity science (CS)?
What are complex adaptive systems (CAS)?
What is complexity leadership theory (CLT)?
How can leaders apply CLT to 21st century decision-making?

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Traditional Leadership
Top-down approach
Leaders specify desired futures.
Leaders direct change.
Leaders eliminate disorder and the gap between intentions and
reality.
Leaders influence others to enact desired futures.
(Uhl-Bien & Marion, 2008, p. 135-143)

What is Complexity Science?

Complexity science is a new way to scientifically study the world we
live in.
Complexity science examines the interactions of simple causes that
may have large-scale effects on a given situation.
Complexity science does not predict outcomes.
Complexity science is multi-dimensional and allows
interconnectedness.
(Phelan, 2001, p. 2-3).

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What are Complex Adaptive Systems?

CASs are a basic unit of analysis in complexity science.
(Uhl-Bien & McKelvey, 2008, p. 187)
CASs are open, non-linear dynamical systems that adapt and evolve.
(Merali, 2006, p. 216-221)
CASs are comprised of agents and individuals as well as groups of
individuals (Lichtenstein, & Uhl-Bien, et al., 2006, p. 3).
CASs allows for negative and positive feedback (Merali, 2006, p.
216-221).

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What is Complexity Leadership Theory?

CLT is a framework containing administrative, adaptive, and enabling leadership
components.
CLT is a way to examine dynamic, complex systems, and processes.
CLT is a theory that attempts to distinguish leadership from managerial positions.
CLT is a way to examine an organizations systems of interactions.
CLT attempts to create control structures and align the vision and mission of the
organization while influencing order.
(Uhl-Bien & McKelvey, 2008, p. 187-189)

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The good side of complexity

Complexity facilitates healthier lives.
Complexity also allows us the opportunity to be a more diverse and
engaging world.
Complexity is a source of creativity and innovation.

Complexity creates the best possibility for improvement and lasting

change to happen.
(Dixon-Homer, 2011, p. 6).

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The bad side of complexity

Complexity contributes to an organizations vulnerability.

Complexity suddenly pushes leaders to a new equilibrium.

Complexity causes organizational failures to look like falling dominoes.

Complexity contributes to an organizationational uncertainty.

(Dixon-Homer, 2011, p. 6).

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CLT & 21st Century Decision-Making

Organizations have to change how they are managed (Burnes, 2004,
p.321).
Must focus on how leadership may occur in all interactions .
(Lichtenstein & Uhl-Bien et al., 2006, p. 8)
Shift the focus of information systems (Merali, 2006, p. 224).
Must understand that they do not direct, change, or control future
outcomes (Plowman et al., 2007, p. 344).

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CLT& 21st Century Decision-Making

Leaders enable interactions and are catalyst.
Leaders give meaning to what is happening in the organization.
Leaders disrupt exiting patterns by creating conflict and acknowledge uncertainty.
Establish simple rules, encouraging swarm like behaviors, and promote non-linear
interactions.
Act as sense-makers by creating correlation through language and direction.
(Plowman et. al., 2007, p. 345)

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References

Dixon-Homer, T. (2011). Shifting the trajectory of civilization. Oxford Leadership Journal, 2(1), p. 2-10.

Burnes, B. (2004). Kurt Lewin and complexity theories: Back to the future? Journal of Change
Management, 4(4), 309-325.

Lichtenstein, B. B., Uhl-Bien, M., et al. (2006). Complexity leadership theory: An interactive perspective
on leading in complex adaptive systems. Emergence: Complexity and Organization, 8(4), 2-12.

Merali, Y. (2006). Complexity and information systems: The emergent domain. Journal of Information
Technology, 21, 216-228.

Phelan, S. E. (2001). What is complexity science, really?

Emergence, 3(1), 120-136.

Plowman, D. A., Solansky, S., Beck, T. E., Baker, L., & Kulkarni, M. (2007). The role of leadership in
emergent, self-organization. The Leadership Quarterly, 18, 341-356.

Uhl-Bien, M., & Marion, R. (2008). Complexity leadership Part I: Conceptual foundations. Information
Age Publishing, Inc: Charlotte, NC.

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Conclusion & Questions

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