The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels

Lichtenstein, Benyamin; Plowman, Donde Ashmos

doi:10.1016/j.leaqua.2009.04.006

Cited by 243 publications

(208 citation statements)

References 46 publications

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“…Building on AtKisson [74], institutional entrepreneurship also involves providing people with outlets or interactive spaces [31] for expressing strong emotions associated with resource politics or environmental degradation. These are spaces where people are brought together around shared life circumstances and over time can develop meaningful connections that can amplify change [28][29][30]. In the context of MPA management, the lack of spaces where people can express emotions and solve conflicts associated with resource politics may erode support for MPAs amongst local communities [75].…”

Section: Discussionmentioning

confidence: 99%

“…This risks creating a "praise culture" where critical analysis is avoided in favor of providing a more favorable impression of park management [79] (pp. 30,31). Yet the capacity of local management authorities and NGOs to sustainably manage the park is unclear [50].…”

Section: Discussionmentioning

confidence: 99%

“…To add nuance to the understanding of context, literature on institutional entrepreneurship can draw from complexity perspectives which view leadership as an emergent outcome occurring through interaction between and across individuals, networks and organizations [28][29][30]. Such perspectives build on the growing recognition that traditional top-down theories of leadership are overly simplistic and incapable of describing the complexity of social change [28].…”

Section: Institutional Entrepreneurshipmentioning

confidence: 99%

“…Such perspectives build on the growing recognition that traditional top-down theories of leadership are overly simplistic and incapable of describing the complexity of social change [28]. "Swarm behavior", a kind of self-organized collective behavior similarly to the behavior of social insects, is further identified as important in triggering innovation and creating a context for ongoing transformations [30]. More particularly, Lichtenstein and colleagues argue that leadership emerges in "interactive spaces between people and ideas" [31] (p. 2).…”

Section: Institutional Entrepreneurshipmentioning

confidence: 99%

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Improving Stewardship of Marine Resources: Linking Strategy to Opportunity

2014

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Abstract:The need for improved stewardship of coastal and marine resources is evident worldwide. However, complex ecosystem dynamics, institutional inertia, and budgetary constraints impede such action. This study explores how networks of change-oriented individuals or "institutional entrepreneurs" can introduce new types of human-environment interaction. The focus is on investigating the interplay between the strategies of institutional entrepreneurs and broader system dynamics that shape the context in which they are working, and possible impacts of institutional entrepreneurship on marine governance. We explore these issues in the context of Wakatobi National Park in eastern Indonesia. We suggest that creating links between different social spheres, such as between marine resource management and spirituality or between marine resource management and education, may accelerate the development of a new ecosystem stewardship. We further suggest that the use of media has significant power to show alternative futures, but that media may also serve to objectify certain resource users and increase the complexity of marine resource management. In general, institutional entrepreneurs play an important role in capturing and managing opportunity to open up space for experimentation and novel ideas, for example by linking their ideas to broader political priorities. Yet, such strategies bear the risk of institutional capture. Finally, institutional entrepreneurs sometimes have vested interests in certain solutions that may forsake experimentation toward a sustainable future.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Institutional Entrepreneurshipmentioning

confidence: 99%

Section: Institutional Entrepreneurshipmentioning

confidence: 99%

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Improving Stewardship of Marine Resources: Linking Strategy to Opportunity

2014

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“…Jackson (2000), for example, argues that a systems approach has three key attributes: (Jackson, 2000). There is also some acknowledgement that changing one part of the system will have consequences elsewhere (Rockart and Scott-Morton, 1984;Galbraith, 2002;Lichtenstein and Plowman, 2009). …”

Section: Designing a Security System From A Systems Perspectivementioning

confidence: 99%

Breaking bad? In search of a (softer) systems view of security ergonomics

Fischbacher‐Smith

2015

Secur J

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A series of terrorist attacks in late 2014 and early 2015 prompted the head of the UK's Security Service to comment on the need to improve the information flows available to the service in order to deal with the emerging task demands that it faces. The comments highlighted the tensions that have been created in the post-Snowden revelations around domestic surveillance and intelligence gathering and these concerns span both public and private sector organisations. The intervention by the head of MI5 raises a series of questions about the design of security organisations and their function, and does so within a wider systems context, where changes in the environment require corresponding changes in the core processes and functions of the organisation. This is a central domain of security ergonomics and the manner in which an organisation can frame its response to an ever more complex threat matrix is the main purpose of this article. The question becomes one of how one might 'design' such a high performing organisation and especially one that can satisfy the zero-failure mandate that is often required of the security function. The argument presented here is that those organisations that see security as a 'bolt-on' function to existing organisational activities will invariably fail to capture the wider strategic dynamics of threat-response interactions and, more significantly, the role that other organisational activities can play in shaping that process. This article approaches the question from the perspective of two related bodies of research -Soft Systems Methodology and Ergonomics/Human Factors. Security Journal (2016Journal ( ) 29, 5-22. doi:10.1057Journal ( /sj.2015 Keywords: security ergonomics; soft systems methodology; organisational design; human factors; socio-technical systems The online version of this article is available Open Access IntroductionMy sharpest concern as Director General of MI5 is the growing gap between the increasingly challenging threat and the decreasing availability of capabilities to address it (Parker, 2015) The quote from Parker, the Director General of MI5, highlights the core challenge facing the provision of a security function in modern organisations (and especially state-based security institutions), namely to ensure that the capabilities of the organisation match the everchanging task demands that are imposed upon it. These threats currently include: the shift to mass casualty suicide terrorism (especially where no warnings are given of the attack) (Bowen, 2004;Fischbacher-Smith et al, 2010); the increasing threats from cyberattacks carried © 2016 Macmillan Publishers Ltd. 0955-1662 www.palgrave-journals.com/sj/ out by organised criminal gangs and state-actors (Choo and Smith, 2008;Farwell and Rohozinski, 2011;Collins and McCombie, 2012); the increased use of social media to recruit and train hostile actors; and the threats posed to those critical infrastructures upon which modern societies depend (Boin and Smith, 2006). These threats have all increased the task c...

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2018

Creative Management of Complex Systems

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The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels

Cited by 243 publications

References 46 publications

Improving Stewardship of Marine Resources: Linking Strategy to Opportunity

Improving Stewardship of Marine Resources: Linking Strategy to Opportunity

Breaking bad? In search of a (softer) systems view of security ergonomics

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