Complexity Leadership and Followership: Changed Leadership in a Changed World
Complexity Leadership and Followership: Changed Leadership in a Changed World
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复杂的领导力和追随者：变化的世界中的领导力变化
DOI：
10.1080/14697017.2021.1917490
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发表时间：
2021
期刊：
影响因子：
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通讯作者：
Mary Uhl‐Bien
中科院分区：
文献类型：
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作者：
Mary Uhl‐Bien
所有经历过2020年全球大流行的人都可以告诉你，我们生活在一个改变了的世界里。人们不再质疑我们是否处于复杂性之中，这一现实已经明确地表明了。他们现在想知道的是，我们对此做了什么，这对我们需要如何以不同的方式领导意味着什么？在这篇文章中，我通过整合生成性涌现来探索这些问题(利希滕斯坦，B.[2014]。生成性涌现：组织、创业和社会创新的一门新学科。牛津大学出版社)和复杂性领导理论(CLT)(Uhl-bien，M.，Marion，R.和McKelvey，B.[2007]。复杂性领导力理论：将领导力从工业时代转向知识时代。《领导力季刊》，18(4)，298-318。Https://doi.org/10.1016/j.leaqua.2007.04.002).以新冠肺炎为例，我展示了如何将复杂性领导理论理解为生成性涌现，有助于我们更好地理解如何在危机和复杂性中以不同的方式领导。要做到这一点，研究和实践需要把重点放在培养领导者和追随者上，这些领导者和追随者能够在面对复杂的压力时通过适应而不是否认或后退来应对。MAD声明2020年的全球大流行清楚地表明，我们需要更加重视培养能够领导复杂性的领导者和追随者。本文通过使用新冠肺炎的例子来说明成功的和不成功的大流行领导之间的区别。成功的领导力有领导者和追随者，他们共同创造适应性反应，利用复杂性领导力实现生成性涌现。不成功的大流行领导层转向命令应对，否认局势的现实，并试图希望它消失，导致灾难性的结果和数十万不必要的死亡。
ABSTRACT All who have experienced the global pandemic of 2020 can tell you that we live in a changed world. People no longer question whether we are in complexity, that reality has been made explicitly clear. What they want to know now is, what do we do about it, and what does it mean for how we need to lead differently? In this article I explore these questions by integrating generative emergence (Lichtenstein, B. [2014]. Generative emergence: A new discipline of organizational, entrepreneurial, and social innovation. Oxford University Press) and complexity leadership theory (CLT) (Uhl-Bien, M., Marion, R., & McKelvey, B. [2007]. Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002). Using COVID-19 as an example, I show how understanding complexity leadership theory as generative emergence can help us better understand how to lead differently in crisis and complexity. Doing so requires that research and practice focus on developing leaders and followers who can respond by adapting, rather than denying or retreating, in the face of complexity pressures. MAD statement The global pandemic of 2020 has made it clear that we need to place more emphasis on developing leaders and followers who can lead in complexity. This paper does this by using examples from COVID-19 to show the difference between successful and unsuccessful pandemic leadership. Successful leadership has leaders and followers who co-create adaptive responses that use complexity leadership to enable generative emergence. Unsuccessful pandemic leadership turned to order responses that denied the reality of the situation and tried to wish it away, leading to disastrous outcomes and hundreds of thousands of needless deaths.