Organizations as complex adaptive systems: …

Organizations as complex adaptive systems: implications ofComplexity theory for leadership researchMarguerite Schneider , Mark Somers1 New Jersey Institute of Technology, School of Management, University Heights, Newark, NJ 07102-1982, USAA bstractThis article contrasts the assumptions of General Systems theory , the framework for much prior leadership research, with thoseof complexity theory , to further develop the latter's implications for the definition of leadership and the leadership process. Wepropose that leadership in a complex adaptive system (CAS) may affect the organization indirectly, through the mediatingvariables of organizational identity and social movements. A rudimentary model of leadership in a CAS is presented. We thenoutline two non-linear methodologies, dynamic systems simulation and artificial neural networks, as appropriate to enabledevelopment and testing of a model leadership under the assumptions of complexity theory .

Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research Marguerite Schneider ⁎, Mark Somers 1 New Jersey Institute of Technology, School of Management, University Heights, Newark, NJ 07102-1982, USA

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  System, Implications, Organization, Adaptive, Theory, Complex, Complexity, Organizations as complex adaptive systems, Implications of complexity theory

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