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Parsing the 'influential increment' in the language of complexity: uncovering the systemic mechanisms of leadership influence

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  • James K. Hazy

Abstract

This article develops theory relating the process of leadership to the social processes that sustain an organisation as a complex adaptive system. It interprets current theory in a new light and describes dynamical interactions that relate mechanisms of leadership to the organisational capabilities that have succeeded in the environment. It examines how three distinct but complementary mechanisms interact to form a leadership metacapability that evolves in organisations to positively impact both performance and adaptation.

Suggested Citation

  • James K. Hazy, 2011. "Parsing the 'influential increment' in the language of complexity: uncovering the systemic mechanisms of leadership influence," International Journal of Complexity in Leadership and Management, Inderscience Enterprises Ltd, vol. 1(2), pages 164-191.
    • Handle: RePEc:ids:ijclma:v:1:y:2011:i:2:p:164-191
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    Cited by:

    1. James K. Hazy, 2012. "Leading large: emergent learning and adaptation in complex social networks," International Journal of Complexity in Leadership and Management, Inderscience Enterprises Ltd, vol. 2(1/2), pages 52-73.
    2. Naidoo, Dhesigen & Nhamo, Luxon & Mpandeli, Sylvester & Sobratee, Nafisa & Senzanje, Aidan & Liphadzi, Stanley & Slotow, Rob & Jacobson, Michael & Modi, Albert T. & Mabhaudhi, Tafadzwanashe, 2021. "Operationalising the water-energy-food nexus through the theory of change," Renewable and Sustainable Energy Reviews, Elsevier, vol. 149(C).

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