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Complexity science has been proposed as a framework for health care organization since early this century.<ref name="pmid10710732">{{cite journal| author=Anderson RA, McDaniel RR| title=Managing health care organizations: where professionalism meets complexity science. | journal=Health Care Manage Rev | year= 2000 | volume= 25 | issue= 1 | pages= 83-92 | pmid=10710732 | doi= | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=10710732  }} </ref><ref>Plsek, Paul. [https://www.nap.edu/read/10027/chapter/13 "Redesigning health care with insights from the science of complex adaptive systems."] Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.</ref>  
Complexity science has been proposed as a framework for health care organization since early this century.<ref name="pmid10710732">{{cite journal| author=Anderson RA, McDaniel RR| title=Managing health care organizations: where professionalism meets complexity science. | journal=Health Care Manage Rev | year= 2000 | volume= 25 | issue= 1 | pages= 83-92 | pmid=10710732 | doi= | pmc= | url=https://www.ncbi.nlm.nih.gov/entrez/eutils/elink.fcgi?dbfrom=pubmed&tool=sumsearch.org/cite&retmode=ref&cmd=prlinks&id=10710732  }} </ref><ref>Plsek, Paul. [https://www.nap.edu/read/10027/chapter/13 "Redesigning health care with insights from the science of complex adaptive systems."] Crossing the quality chasm: A new health system for the 21st century (2001): 309-322.</ref>  


Complexity leadership theory has varying descriptions of the forms of leadership.
Complexity leadership theory has varying descriptions of the metathreme of leadership (see table).
{| class="wikitable"


{| class="wikitable"
|+ Leadership metathemes described by complexity leadership and their mapping to Bass and Bass leadership framework
 
! Bass & Bass framework<ref>Bass, B. J., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, & managerial implications (4th ed.). New York, NY: Free
Press. {{ISBN|978-0743215527}}</ref>
! Uhl-Bien and Arena, 2018<ref name="Uhl-Bien,Arena.2018">{{Cite journal| doi = 10.1016/j.leaqua.2017.12.009| issn = 1048-9843| volume = 29| issue = 1| pages = 89–104| last1 = Uhl-Bien| first1 = Mary| last2 = Arena| first2 = Michael| title = Leadership for organizational adaptability: A theoretical synthesis and integrative framework| journal = The Leadership Quarterly| accessdate = 2018-05-29| date = 2018-02-01| url = http://www.sciencedirect.com/science/article/pii/S104898431730111X}}</ref>
! Uhl-Bien and Arena, 2018<ref name="Uhl-Bien,Arena.2018">{{Cite journal| doi = 10.1016/j.leaqua.2017.12.009| issn = 1048-9843| volume = 29| issue = 1| pages = 89–104| last1 = Uhl-Bien| first1 = Mary| last2 = Arena| first2 = Michael| title = Leadership for organizational adaptability: A theoretical synthesis and integrative framework| journal = The Leadership Quarterly| accessdate = 2018-05-29| date = 2018-02-01| url = http://www.sciencedirect.com/science/article/pii/S104898431730111X}}</ref>
! Hazy and Pottras, 2018<ref name="Haze,Pottras.2018"/><ref name="Hazy,Uhl-Bien.2015"/>
! Hazy and Pottras, 2018<ref name="Haze,Pottras.2018"/><ref name="Hazy,Uhl-Bien.2015"/>
|-
|-
| Entrepreneurial leadership<br/>(formerly called Adaptive leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
|style="font-weight:bold;" |Change leadership
| Entrepreneurial leadership<br/>(formerly called Administrative leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
| Generative (information gathering/generative/adaptive functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
| Generative (information gathering/generative/adaptive functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
|-
|-
| Enabling leadership
|
| Enabling leadership<br/>(details below<ref name="Uhl-Bien,Arena.2017"/>)
|
|-
|-
|style="font-weight:bold;" |Task leadership
| Operational leadership<br/>(formerly called Administrative leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
| Operational leadership<br/>(formerly called Administrative leadership<ref name="doi10.1016/j.leaqua.2007.04.002">Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.{{doi|10.1016/j.leaqua.2007.04.002}}</ref>)
| Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
| Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
|-
|-
|
|style="font-weight:bold;" |Relational leadership
|  
| Community building
| Community building
|}
|}
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Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.<ref>Lichtenstein, Benyamin B., et al. [http://works.bepress.com/benyamin_lichtenstein_umb/3/  "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems."] (2006)</ref><ref>Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. {{doi|10.1016/j.leaqua.2007.04.002}}</ref><ref>Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) {{doi|10.1093/oxfordhb/9780199755615.013.033}}</ref> Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:<ref name="Hazy,Uhl-Bien.2015">Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. {{doi|10.1177/1742715013511483}}</ref>
Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.<ref>Lichtenstein, Benyamin B., et al. [http://works.bepress.com/benyamin_lichtenstein_umb/3/  "Complexity leadership theory: An interactive perspective on leading in complex adaptive systems."] (2006)</ref><ref>Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era." The leadership quarterly 18.4 (2007): 298-318. {{doi|10.1016/j.leaqua.2007.04.002}}</ref><ref>Hazy, James K., and Mary Uhl-Bien. "Changing the rules: The implications of complexity science for leadership research and practice." Oxford handbook of leadership and organizations (2013) {{doi|10.1093/oxfordhb/9780199755615.013.033}}</ref> Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:<ref name="Hazy,Uhl-Bien.2015">Hazy, James K., and Mary Uhl-Bien. "Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes." Leadership 11.1 (2015): 79-104. {{doi|10.1177/1742715013511483}}</ref>
# Generative
# Generative (information gathering/generative/adaptive functions)
# Administrative
# Administrative (information using/convergence/administrative functions)
# Community-building
# Community-building
# Information gathering
# Information gathering

Revision as of 19:34, 3 March 2019

Template:Tocright Editor-In-Chief: C. Michael Gibson, M.S., M.D. [1]Robert G. Badgett, M.D.[2]

Leadership is "the function of directing or controlling the actions or attitudes of an individual or group with more or less willing acquiescence of the followers".[1]

Leadership development in health care is perceived as being many years behind that of other industries.[2]

Leadership affects organizational performance - about 5% to 20% of variation in profitability is accounted for by leadership[3].

Evidence-based management

A gap between what research shows and managers practice has been noted[4][5][6][7].

Management students in Australia view evidence-based management (EBMgt) in one of 4 ways[8]:

  • EBMgt as an unrealistic way of doing management. 12% or respondents
  • EBMgt as a way of doing management in particular situations. 34% or respondents
  • EBMgt as a generally useful way of doing management. 45% or respondents
  • EBMgt as an ideal way of being a manager. 9% or respondents

Evidence-based management (EBMgt) has been advocated to improve management practices[9] and measurement[10]. This is based on the success of evidence-based medicine and has been called the management-as-medicine motif (MAMM)[11]. Concern about the approach of EBMgt has been based on a Cochrane Collaboration review of nursing turnover[12] that focused only on randomized data[11].

Concerns exists about how well MBA programs[13], bridge and practitioner journals[14], and textbooks[15] teach EBMgt. Perhaps as a result, a gap has been documented between research and human resources practioners[16].

Systematic reviews have been encouraged as alternative to narrative reviews for summarizing evidence in business and management research.[17]

High-Performance Work Practices (HPWP)

HPWPs are human resource practices that[18][19] [20]:

  • "increase employees’ knowledge, skills, and abilities (KSAs)"
  • "empower employees to leverage their KSAs for organizational benefit"
  • "increase their motivation to do so"

The following early study of HPWP have been found to affect employee outcomes (turnover and productivity) and measures of corporate financial performance[21]

Employee skills and organizational structures

  • What is the proportion of the workforce who are included in a formal information sharing program (e.g.. a newsletter)?
  • What is the proportion of the workforce whose job has been subjected to a formal job analysis?
  • What proportion of non-entry level jobs have been filled from within in recent years?
  • What is the proportion of the workforce who are administered attitude surveys on a regular basis?
  • What is the proportion of the workforce who participate in Quality of Work Life (QWL) programs, Quality Circles (QC). and/or labor-management participation teams?
  • What is the proportion of the workforce who have access to company incentive plans, profit-sharing plans, and/or gain-sharing plans?
  • What is the average number of hours of training received by a typical employee over the last 12 months?
  • What is the proportion of the workforce who have access to a formal grievance procedure and/or complaint resolution system?
  • What proportion of the workforce is administered an employment tesi prior to hiring?

Employee motivation

  • What is the proportion of the workforce whose performance appraisals are used to determine their compensation?
  • What proportion of the workforce receives formal performance appraisals?
  • Which of the following promotion decision rules do you use most often? (a) merit or performance rating alone; (b) seniority only if merit is equal; (c) seniority among employees who meet a minimum merit requirement; (d) seniority.
  • For the five positions that your firm hires most frequently, how many qualified applicants do you have per position (on average)?

High-Performance Work Practices have been more recently proposed by the United States [Agency for Healthcare Research and Quality] (AHRQ)[22][20]. These include: Subsystem #1: Engaging Staff

  • Conveying mission and vision
  • Information sharing
  • Employee involvement in decision-making. Defined by the AHRQ as " Practices supporting employees' ability to influence the “decisions that matter” through mechanisms such as quality circles, process project teams, management/town hall meetings, and/or suggestion systems." "2007). Employee surveying and visibly acting on survey results also fit into this practice category."[20]
  • Performance-contingent compensation

Subsystem #2: Acquiring and Developing Talent

  • Rigorous recruiting
  • Selective hiring
  • Extensive training
  • Career development

Subsystem #3: Empowering the Frontline. Defined by the AHRQ as "These practices most directly affect the ability and motivation of frontline staff, clinicians in particular, to influence the quality and safety their care team provides."

  • Employment security
  • Reduced status distinctions
  • Teams/decentralized decisionmaking

Subsystem #4: Aligning Leaders. Defined by the AHRQ as "These practices influence the capabilities of the organization's leadership in running and evolving the organization as a whole."

  • Management training linked to organizational needs. Defined by the AHRQ as "Practices involving the alignment of leadership development resources with the strategic direction of the organization. Examples include use of core competency models and/or incorporation of goals to guide training, assessment, and feedback programs."
  • Succession planning
  • Performance-contingent compensation

A meta-analysis in 2006 has shown the effectiveness of HPWPs for five dimensions of organizational performance measures: [19]:

  • productivity
  • retention
  • accounting returns
  • growth
  • market returns

Selection and development of leaders

Individuals with promotive voices rather than a prohibitive voice are more likely to become leaders, especially if they are male[23].

Evolutionary biology may partly explain selection of leaders[24].

One study has validated the Peter Principle[25].

"Emergent leaders showed a higher amount of active gestures and less passive facial expressions than non-leaders" according to eye-tracking studies of teams.[26]

Personality traits

Among the following 'Big five' personality traits[27]:

  • Openness to experience
  • Conscientiousness
  • Extraversion
  • Agreeableness
  • Neuroticism

Narcissism may be selected for.[28][29]

Dunning-Kruger effect in hospital administrators[30]

Dunning-Kruger effect

The selection for narcissism may be related to the Dunning-Kruger effect which has been noted to occur in the self-assessment of leadership skills.[30][31][32][33][34]

Aphorisms about selection of leaders:

  • Peter Principle
  • Dilbert Principle

Core-self evaluation

Core-self evaluation includes[35]:

  • Self-esteem
  • Self-efficacy
  • Locus of control
  • Emotional stability (low neuroticism)


Hypercore self‐evaluation has a positive effect on innovation behavior by leaders; however, selfism and overconfidence has a negative effect[36].


Humility

The harm of narcissism in leaders may be mitigated by humility[37] Humility, predicted by self-expansion theory, has been found to increase self-expansion and self-efficacy of followers[38]. However, humility may not be effective in teams that expect a high power distance or expect dominating leaders.[39]

Masters in Business Administration

CEOs with a MBA may[40][41] or may not[42] underperform other CEOs due to emphasizing short-term business outcomes[43] or personal gain[44] rather than sustainability.[45]

It is not clear that the curricula in masters programs reflect best research[46].

Leadership training

Leadership training can be effective[47].

Leadership styles related to worksite climate

Leadership research is complicated by construct proliferation and construct redundancy[48]

Leadership style affects work climate.

Leadership styles in health care may affect institutional finances, specifically operating margins.[49]

Early categorization of leadership styles was by Lewin in 1938 who labeled styles as autocratic, democratic.[50]

The terms transactional and transformation were introduced by Weber in 1947.[51] Weber said the charismatic leader was a transformer and the bureaucratic leader was transactional.

Similar concepts are Theory X and Theory Y management by Douglas McGregor in 1960[52]. Theory X is transactional and Theory Y is transformational.

The concept of transactional versus transformation leadership was using the Multifactor Leadership Questionnaire (MLQ) first proposed by Bass in 1978.[53]

Measurement of transactional versus transformation leadership using the was first proposed by Bass in 1985.[54]

Bass added the concept of laissez-faire leadership in 1997.[55][56]

Leadership styles may effect burnout of employees[57] and leaders themselves.[58][59].

Laissez-faire

Laissez-faire may be the most common of the destructive leadership patterns[60].

Laissez-faire, in health care, is associated with low subordinate job satisfaction and effort.[61] In other industries, laissez-faire is also associated with reduced team performance[62].

Among physicians, management by passive exception and laissez-faire and may overlap.[63]

Transactional

The transactional style may have arose from early views of leadership:

  • Adam Smith wrote about the worker, “It is the interest of every man to live as much at his ease as he can”.
  • Frederick Taylor later added that the worker “is so stupid that the word ‘percentage’ has no meaning to him, and he must consequently be trained by a man more intelligent than himself.”

Transactional leadership is associated with the following of the Big 5 Personality Traits[64]:

  • Agreeableness
  • Extraversion
  • Openness (insignificant)
  • Conscientiousness (insignificant)
  • Neuroticism (negative association)


When converting from transactional to empowering leadership, teams may transiently function more slowly.[65]

Management by exception: active

Management by exception: passive

Among physicians, management by passive exception and laissez-faire and may overlap and management by passive exception may be within laissez-faire.[63]

Transformational

Transformational leadership has the following dimensions (4 I's), the first two, when combined, are charisma:

  • Idealized influence (role modeling)
  • Inspirational Motivation
  • Individualized Consideration (of followers)
  • Intellectual Stimulation

Transformational leadership is associated with the following of the Big 5 Personality Traits[64]:

  • Extraversion (strongest)
  • Openness
  • Agreeableness
  • Conscientiousness
  • Neuroticism (negative association)

Authentic leadership and ethical leadership may actually be tranformational leadership[48].

This style may be the most effective in healthcare on employee responses and clinical outcomes.[66]

Transformational leadership may increase employee thriving and decrease burnout.[67]

Transformational style may better promote team learning behaviors than a transactional style.[68]

Compared to transformational leadership, in transformational leadership the leader's focus is on the employees rather than the organization.[69]

Transformational leadership may build on transactional leadership, "for transformational leadership to be effective,the leader must first build trust and follower responsiveness on the basis of tangible, transactional processes perceived as fair."[61]

Transformational leadership may cause leader emotional exhaustion and subsequent leader turnover intentions, especially when followers are low in conscientiousness or competence[70].

Enabling or Empowering leadership

Enabling leadership attempts to bridge the needs to innovate and to produce[71][72][73]. Enabling leadership is based on complexity leadership theory[74].

Empowering leadership is defined variably[75][76][77] but includes:

  • Autonomy support[78]. Autonomy adds to mastery.[78] Perceived autonomy is associated with less burnout.[79]

A more detailed summary is proposed by Spreitzer[71]:

  1. The First Discipline: Empower the Person Who Matters Most
  2. The Second Discipline: Continuous Vision and Challenge
  3. The Third Discipline: Continuous Support and Security
  4. The Fourth Discipline: Continuous Openness and Trust
  5. The Fifth Discipline: Continuous Guidance and Control

Similar concepts are[80]:

  • Gardener leadership[81]
  • Servant leadership[82].
  • Three types of leadership that focus on giving employees decision making but may not include giving employees information to guide their decision making.
    • Shared Leadership[83][84]
    • Distributed leadership
    • Participative Leadership[85]
    • Democratic leadership

Empowering leadership may be compatible with AGILE development, which may conflict with command and control leadership[86].

The World Health Organization recommends participatory leadership as one of 4 reforms needed for primary health care, “leadership reforms need to steer away from either ‘command and control’ or ‘laissez-faire disengagement’ towards a participatory style”[87]

In health care administration, physician leaders have difficulty relinquishing control and feel threatened by empowering others[88].

Impact

Shared leadership may improve team performance according to a meta-analysis of 42 studies[89].

Empowering leadership may improve performnce[90][91][75].

Principle of subsidiarity

Subsidiarity is defined as as "the principle that a central authority should have a subsidiary function, performing only those tasks which cannot be performed at a more local level".[92]

Empowering leadership is consistent with the principle of subsidiarity[93].

  • "Just as it is gravely wrong to take from individuals what they can accomplish by their own initiative and industry and give it to the community, so also it is an injustice and at the same time a grave evil and disturbance of right order to assign to a greater and higher association what lesser and subordinate organizations can do. For every social activity ought of its very nature to furnish help to the members of the body social, and never destroy and absorb them."[94]

Measuring empowerment

Multiple instruments are available[95].

The Empowering Leadership Questionnaire (ELQ) has been proposed to measure this style.[96] The ELQ measures either categories:

  1. Coaching
  2. Informing. Examination of the 6 questions in this scale suggest informing here does not fit with information sharing as proposed by complexity science.
  3. Leading By Example
  4. Showing Concern/Interacting with the Team
  5. Participative Decision-Making

Servant leadership can be measure with a 28-item or an abbreviated 7-item servant leadership scale[97]:

  1. My manager can tell if something work-related is going wrong
  2. My manager makes my career development a priority
  3. I would seek help from my manager if I had a personal problem
  4. My manager emphasizes the importance of giving back to the community
  5. My manager puts my best interests ahead of his/her own
  6. My manager gives me the freedom to handle difficult situations in the way that I feel is best
  7. My manager would NOT compromise ethical principles in order to achieve success

Benefits

Empowering leadership is associated with:

  • Performance, organizational citizenship behavior, and creativity according to a meta-analysis as compared transformational leadership and leader–member exchange[98]
  • Creativity and innovative behavior (ρ = .36), contextual performance (ρ = .33), withdrawal behaviors (ρ = .28), and job performance (ρ = .25) according to a meta-analysis.[99]
  • Increased employee intrinsic motivation and creativity[100]
  • Increased productivity by implementing Strategic Human Resource Management (SHRM) as compared to initiating operational improvements[101]
  • Increased knowledge sharing and team efficacy which led to increased performance.[102]
  • Increases work engagement via work meaningfulness[103] or empowering leadership has been proposed for healthcare.[104][105][106]

Servant leadership behavior may be more effective than narcissism[107] and a serving culture is positively related both to restaurant performance and employee job performance[108].

Harm

Servant leadership may be costly to the leader[109]

Two contradictory faces of empowerment are [110]:

  • Enabling
  • Burdening

Contingency or situational theories

In this approach, the role of the leader is contingent on the situation.

This includes:

  • Tannenbaurm's and Schmidt's continuum introduced in 1958[111][112]
  • Hersey's and Blanchard's situational leadership in 1969.[113]
  • Vroon and Yetton's contingency model in 1973[114]
  • Heifetz's Adaptive leadership introduced in 1997[115]

Modulators of impact of leadership styles

Characteristics of subordinates

Regulatory fit theory has found[116]:

  • Subordinates high in locomotion prefer leaders who have "'forceful' leadership style, represented by 'coercive', 'legitimate', and 'directive' kinds of strategic influence'
  • Subordinates high in assessment prefer leaders who have "'advisory' leadership style, represented by 'expert', 'referent', and 'participative' kinds of strategic influence'

Regulatory focus

Regulatory focus theory poses that people vary in their goals[117]:

  • Promotion-focus on hopes and accomplishments, also known as gains
  • Prevention-focus based on safety and responsibilities, also known as non-losses

Focus may also predict jealousy and envy[118].

Core-self evaluation

Core-self evaluation includes[35]:

  • Self-esteem
  • Self-efficacy
  • Locus of control
  • Emotional stability (low neuroticism)

Hypercore-self evaluation predicts job satisfaction and performance[35].

Complexity leadership theory

Complexity science has been proposed as a framework for health care organization since early this century.[119][120]

Complexity leadership theory has varying descriptions of the metathreme of leadership (see table).

Leadership metathemes described by complexity leadership and their mapping to Bass and Bass leadership framework
Bass & Bass framework[121] Uhl-Bien and Arena, 2018[72] Hazy and Pottras, 2018[122][123]
Change leadership Entrepreneurial leadership
(formerly called Administrative leadership[124])
Generative (information gathering/generative/adaptive functions): "interactions are intended to respond to emerging changes and risks by exploring the ecosystem and creating optionality"
Enabling leadership
(details below[74])
Task leadership Operational leadership
(formerly called Administrative leadership[124])
Administrative (information using/convergence/administrative functions): "interactions are intended to exploit present opportunities to acquire resources in the ecosystem and maximize return on assets"
Relational leadership Community building

Anderson and McDaniel proposed in 2000 that key leadership tasks are[119][125]:

  1. Relationship building
  2. Loose coupling
  3. Complicating
  4. Diversifying
  5. Sense making (such as positive and negative feedback)
  6. Learning
  7. Improvising
  8. Thinking about the future

A model of of learning based on complexity science has been developed.[126]

Complexity Leadership Theory, also called Complex systems leadership theory, was proposed in 2006.[127][128][129] Based on this theory, Hazy has proposed leadership skills similar to Anderson and McDaniel:[123]

  1. Generative (information gathering/generative/adaptive functions)
  2. Administrative (information using/convergence/administrative functions)
  3. Community-building
  4. Information gathering
  5. Information using (such as positive and negative feedback)

Uhl-Bien has proposed that tasks of enabling leadership, which is an outgrowth of complexity leadership are[74]:

  • Brokerage - fostering of ideas that are triggered at the intersection of networks
  • Leveraging Adaptive Tension
  • Linking Up - "Creating or energizing network connections that enable information flows, or amplify movements, to feed and fuel emergence."
  • Tags and Attractors - "Listening for language (messages, stories) and symbols (pictures, objects) that ‘stick’ in a system and attract energy & using them to create tags to amplify and channel emergence"
  • Simple Rules
  • Network Closure

Complexity Leadership Theory is consistent with open book management.

Complexity Leadership Theory may be seen as an evolution of Heifetz's adaptive leadership[130]

Complexity Leadership Theory is consistent with knowledge-oriented leadership, which is defined as "an attitude or action, observed or imputed, that prompts the creation, sharing, and utilization of new knowledge in a way that seems to bring a shift in thinking and collective outcomes."[131] These leadership tactics can be measured with 3 concepts:

  • Knowledge-oriented Leadership
  • Knowledge Management Capability (technological, structural, cultural, application, acquisition, sharing)
    • Example: cultural (highest loading questions):
      • My organization takes advantage of new knowledge.
      • My organization quickly applies knowledge to critical competitive needs.
      • My organization quickly links sources of knowledge in solving problems.
  • Open Innovation

Measurement

A survey has been proposed and construct validating. The instrument consists of 10 items in 2 scales[122]. Response format asks frequency that employees observe leadership tactics with Likert responses ranging from 'Never' to an average of daily:

  • Generative (information gathering). Hazy also describes this as "Resilience Leadership Mode...to address risk (variance) by promoting the value potential of optionality"[132]
    • Supporting difference of opinion
    • Providing resources and time to try new things
    • Encouraging learning visits to other organizations
    • Encouraging new approaches
    • Forgiving failure
  • Administrative (information using). Hazy also describes this as "Effectiveness Leadership Mode...to maximize return (expected value) by driving the potential value of efficient operations"[132]
    • Driving accountability
    • Setting objective metrics of success or failure
    • Quieting voices which distract from the purpose
    • Asking people to invest more time and energy
    • Establishing specific targets and deliverables.

Leadership tactics related to worksite innovation

(see enabling leadership and complexity leadership above)

Innovation can be classified as[131][133]:

  • "Inbound OI involves identifying and acquiring knowledge from external sources"
  • "Outbound OI involves exploitation of a firm’s knowledge and technology through commercialization in the external market"

Organizational cultural influences on innovation has been systematically reviewed[134]. Cultural attributes include:

  • Learning culture
  • Adhocracy culture
  • Clan rather than hierarchical culture
  • Low power distance culture

Once tactic to foster innovation is to concentrate on lead users[135] .

Religion and faith in leadership

The role of religion and faith in leadership is being increasingly explored[136][137].


Complications of leadership

Power may lead cerebral changes in those given power[138]. This may lead to hubristic syndrome[139]

The Earned Dogmatism Effect may lead to close-mindedness[140].

Employee turnover

Leadership affects employee turnover[141]

. Rates of employee turnover, especially voluntary turnover, affects organizational performance[142].

See also


References

  1. Anonymous (2024), Leadership (English). Medical Subject Headings. U.S. National Library of Medicine.
  2. McAlearney, Ann Scheck. "Leadership development in healthcare: a qualitative study." Journal of Organizational Behavior 27.7 (2006): 967-982. doi:10.1002/job.417
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