Storytelling, time, and evolution: The role of strategic leadership in complex adaptive systems

Intergroup Conflict Management Strategies From a Nobel Peace Laureate: The Case of José Ramos-Horta

“…In contrast to classic (e. g., trait and behavioural theories) and more recent accounts of leadership (e.g., transactional and transformational frameworks), both which are based on the "leader-follower" dichotomy, strategic leadership reflects a "system" view in the sense that the leadership phenomena is explained through the interactions of members inside and outside a given context (Boal & Schultz, 2007;Crossan, Vera, & Nanjad, 2008;Furrer, Tjemkes, & Henseler, 2012).…”

“…This is not to suggest that strategic leaders are "larger than life individuals", but rather to indicate that strategic leaders must develop and engage adaptive strategic behaviours (Boal & Schultz, 2007;Gavetti, 2011). Such behaviours are aimed at (a) creating high-value networking opportunities that allow for organizational growth, and (b) managing "inside-out"/exploration and "outside-in"/exploitation paradoxes in order to prevent conflict and promote positive change (see Lewis, Andriopoulos, & Smith, 2013).…”

“…To this extent, scholars concur that strategic leaders must remain visible to both internal and external community constituents and political stakeholders within a given social network (Boal & Schultz, 2007;Crossan et al, 2008;Furrer et al, 2012;Meng, 2012;Sosik et al, 2005;Tasselli et al, 2015;Vera & Crossan, 2004). Without visibility, ones' ability to manage "inside-out"/exploration and "outside-in"/exploitation paradoxes diminishes considerably, particularly in complex adaptive systems such as high-stakes business and political negotiations (Boal & Schultz, 2007;Jansen et al, 2009;Lewis et al, 2013;O'Reilly & Tushman, 2011;Raisch & Birkinshaw, 2008). Investing in relationship building also helps one to readily identify conflict contagion within and between groups (see Jehn, Rispens, Jonsen, & Greer, 2013).…”

‘Red Dirt’ Schools and Pathways into Higher Education

“…Third, leaders would practise processes of collective enquiry. Finally, leaders would narrate and re-narrate a shared vision over time (Boal and Schultz 2007).…”

Total Respect Management (TR³M): A Systemic Management Approach in Aligning Organisations towards Performance, Safety and CSR

“…In their article on storytelling and the role of strategic leadership, Boal & Schultz (2007) In essence, storytelling (organisational narratives) is also a form of dialogue, where the leader listens to the organisation and responds to what is needed in order to achieve organisational goals. Actually, the same applies throughout the organisation for as far leadership is concerned.…”