Complexity Leadership For An Education Mnc

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Complexity Leadership Applied to an Education MNC The rise in knowledge work has encouraged a new view of leadership. Complexity leadership theory assumes that organizations are less like mechanistic machines, which can be controlled using directive leadership, but rather organizations comprising of dynamic groups with interdependent relationships (Best, 2014). Complexity leadership requires a paradigm shift from traditional leadership. Knowledge is powerful, and creating a shared sense of knowledge and cultivating this throughout the organization, rather than a few leaders with the knowledge is required in leading a complex adaptive system (Best, 2014). This paper analyzes macro, meso, and micro level leader interactions in leading complex adaptive organizations; an analysis of traditional and complexity leadership theories, with a mix of traditional and complexity leadership applied to a large knowledge worker based multinational education company. Traditional command and control management processes are insufficient for complex organizations due to the unpredictability of outcomes in complex systems. Organizational design and leadership development to enable adaptive organizations to excel is critical (Ellis, 2011; Best, 2014). At the macro system level, organizational design must accommodate both management of best practices and quality associated with traditional leadership, while providing space for emerging and adaptive behaviors and outcomes to integrate
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