Leading Change in Complex Systems: A Paradigm Shift

Leading Change in Complex Systems: A Paradigm Shift

Bibliographic Details
Main Author: LeMaster, Cheryl Faye
Language:English
Published: Antioch University / OhioLINK 2017
Subjects:
Behavioral Psychology
Organizational Behavior
Social Psychology
Qualitative study
Narrative Inquiry
Leading large-scale change
Leadership approach
Complexity Science
Complexity Theory
Complex Adaptive Systems
Executives
Workplace
Organizations
Online Access:http://rave.ohiolink.edu/etdc/view?acc_num=antioch1500033972019138
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spelling ndltd-OhioLink-oai-etd.ohiolink.edu-antioch15000339720191382021-08-03T07:03:22Z Leading Change in Complex Systems: A Paradigm Shift LeMaster, Cheryl Faye Behavioral Psychology Organizational Behavior Social Psychology Qualitative study Narrative Inquiry Leading large-scale change Leadership approach Complexity Science Complexity Theory Complex Adaptive Systems Executives Workplace Organizations This qualitative study is an in-depth exploration of the experiences of 20 executive-level leaders from American corporations, government agencies, hospitals, and universities. At the heart of this investigation are stories that reveal the challenge of leading change in complex systems from the leader perspective, creating an opportunity to explore sense-making and sense-giving as guided by individual values and organizational contexts. Complexity Science, the framework for this research, is the study of relationships within and among systems. The aim of approaching this research from a complexity perspective is to gain a more realistic view of the issues and challenges that leaders face during change, and how they make meaning and respond in today’s richly interconnected and largely unpredictable information age. Results highlight the critical role an individual’s beliefs and values—as shaped by experience and guided by context—have on leadership and the organization’s approach to change implementation. This study identifies three leadership conceptual categories: (1) traditional (linear and hierarchical in nature); (2) complexity (non-linear, suited to densely interconnected and rapid-paced environments), and (3) complexity-plus (including change goals beyond the organization and its members). Though traditional and complexity styles are largely known in the literature, the complexity-plus style is a newly identified category. Drawing from Uhl-Bien, Marion, and McKelvey’s (2007) Complexity Leadership Theory (CLT) model, which delineates three leadership functions: (1) administrative (results orientation); (2) adaptive (learning orientation); and (3) enabling (support orientation), the key conclusions of this investigation are integrated with the CLT model to create the Leadership Values Framework. The results of this research contribute to our understanding of the influence of a leader’s values, enhancing our ability as academics and practitioners to better appreciate, support, and develop change leadership in a new paradigm. The electronic version of this dissertation is at AURA: Antioch University Repository and Archive http://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu 2017-08-29 English text Antioch University / OhioLINK http://rave.ohiolink.edu/etdc/view?acc_num=antioch1500033972019138 http://rave.ohiolink.edu/etdc/view?acc_num=antioch1500033972019138 unrestricted This thesis or dissertation is protected by copyright: all rights reserved. It may not be copied or redistributed beyond the terms of applicable copyright laws.
collection NDLTD
language English
sources NDLTD
topic Behavioral Psychology
Organizational Behavior
Social Psychology
Qualitative study
Narrative Inquiry
Leading large-scale change
Leadership approach
Complexity Science
Complexity Theory
Complex Adaptive Systems
Executives
Workplace
Organizations
spellingShingle Behavioral Psychology
Organizational Behavior
Social Psychology
Qualitative study
Narrative Inquiry
Leading large-scale change
Leadership approach
Complexity Science
Complexity Theory
Complex Adaptive Systems
Executives
Workplace
Organizations
LeMaster, Cheryl Faye
Leading Change in Complex Systems: A Paradigm Shift
author LeMaster, Cheryl Faye
author_facet LeMaster, Cheryl Faye
author_sort LeMaster, Cheryl Faye
title Leading Change in Complex Systems: A Paradigm Shift
title_short Leading Change in Complex Systems: A Paradigm Shift
title_full Leading Change in Complex Systems: A Paradigm Shift
title_fullStr Leading Change in Complex Systems: A Paradigm Shift
title_full_unstemmed Leading Change in Complex Systems: A Paradigm Shift
title_sort leading change in complex systems: a paradigm shift
publisher Antioch University / OhioLINK
publishDate 2017
url http://rave.ohiolink.edu/etdc/view?acc_num=antioch1500033972019138
work_keys_str_mv AT lemastercherylfaye leadingchangeincomplexsystemsaparadigmshift
_version_ 1719452578410921984

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