M. Mendes, Catarina Gomes, Pedro Marques-Quinteiro, P. Lind, Luís Curral
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This paper aims to propose that how learning and innovation emerge and affect organizational performance can be better understood through the complexity leadership theory. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nThe authors review literature on complexity leadership theory, learning and innovation in complex bureaucratic environments and then present reflections regarding how learning and innovation can be achieved through the interaction of three complexity leadership functions: adaptive, administrative and enabling. This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation. \n \n \n \n \nFindings \n \n \n \n \nWe propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control. \n \n \n \n \nOriginality/value \n \n \n \n \nThis paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. Furthermore, this paper proposes that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2016-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-02-2016-0004","citationCount":"32","resultStr":"{\"title\":\"Promoting learning and innovation in organizations through complexity leadership theory\",\"authors\":\"M. Mendes, Catarina Gomes, Pedro Marques-Quinteiro, P. Lind, Luís Curral\",\"doi\":\"10.1108/TPM-02-2016-0004\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Purpose \\n \\n \\n \\n \\nCurrent organizations face a complex competitive landscape driven by globalization and technology that puts them in the course of a new economic age. 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This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nWe propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control. \\n \\n \\n \\n \\nOriginality/value \\n \\n \\n \\n \\nThis paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. 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Promoting learning and innovation in organizations through complexity leadership theory
Purpose
Current organizations face a complex competitive landscape driven by globalization and technology that puts them in the course of a new economic age. This complexity stresses learning and innovation as fundamental mechanisms for organizational survival. This paper aims to propose that how learning and innovation emerge and affect organizational performance can be better understood through the complexity leadership theory.
Design/methodology/approach
The authors review literature on complexity leadership theory, learning and innovation in complex bureaucratic environments and then present reflections regarding how learning and innovation can be achieved through the interaction of three complexity leadership functions: adaptive, administrative and enabling. This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation.
Findings
We propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control.
Originality/value
This paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. Furthermore, this paper proposes that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.