Revisiting emergence in emergent leadership: An integrative, multi-perspective review

Identifying key elements for evaluating organizations' complex adaptive leadership readiness (CAL-R framework): paving the way for a measurement tool development

“…Complexity leadership should even allow for emergent leadership to replace formal hierarchical authorities in the context of environmental disturbances that lead the system far from an equilibrium state (Lichtenstein, 2009;Acton et al, 2019). In such contexts, leaders emerge, as well as emergent behaviors and experimentation that tend to bring the system back to balance (Lichtenstein and Plowman, 2009;Wolfram Cox et al, 2022).…”

“…Identifying key elements for CAL-R framework structures and cultures that allow for experimenting behaviors and leadership to emerge in the context of exogenous disturbances, based on diverse environments away from discriminations and stereotypes (Wolfram Cox et al, 2022). An adaptive system needs a culture that supports porous boundaries, in that they are not rigid, hence they let the agents (people) interact in continuous and unpredictable ways, coevolve and express emergent collective behaviors (Wilson et al, 2023).…”

Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue

“…The emotional labor, in particular, that leaders undertake to support and motivate their employees during a crisis is an area of research that requires additional examination. This could include how supporting employees affects leaders' well‐being (Inceoglu et al, 2018), their ability to thrive in the workplace (Goh et al, 2021), who emerged as a leader during the times of crisis (Wolfram‐Cox et al, 2022), and how organizations can best support their leaders to continue to prioritize their followers and maintain their own well‐being while doing so (Eva et al, 2019) after the pandemic crisis as employees adjust to a “new normal.” In addition, it is important to address that these relationships will not look the same to all leaders; thus, research that does not address the intersectionality of their sample may be insufficient. The societal and organizational expectations put on women and on individuals of color (among others) to put the well‐being of others before themselves (Heilman & Chen, 2005; Liu, 2019) creates additional stressors and potential negative impact on these leaders that are not felt by white, cis‐gendered male leaders, beyond the already disparate amount of self‐sacrificial work that non‐white, non‐male managers are required to engage in at work (Ng et al, 2016).…”

“…The emotional labor, in particular, that leaders undertake to support and motivate their employees during a crisis is an area of research that requires additional examination. This could include how supporting employees affects leaders' well-being (Inceoglu et al, 2018), their ability to thrive in the workplace (Goh et al, 2021), who emerged as a leader during the times of crisis (Wolfram-Cox et al, 2022), and how organizations can best support their leaders to continue to prioritize their followers and maintain their own well-being while doing so (Eva et al, 2019) after the pandemic crisis as employees adjust to a "new normal." In addition, it is important to address that these relationships will not look the same to all leaders; thus, research that does not address the intersectionality of their sample may be insufficient.…”

How Distributed Leadership Fosters Individual Leadership Emergence: The Mediating Role of Empowerment Role Identity and Enacted Leader Identity

“…Considering the importance of leadership emergence, scholars have sought to investigate the factors that boost it [10,11]. Drawing on the leadership-followership literature, managers are key factors in predicting subordinates' behavior and individual leadership emergence [12].…”