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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.
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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