Promoting learning and innovation in organizations through complexity leadership theory

Abstract

PurposeCurrent organizations face a complex competitive landscape driven by globalization and technology that puts them in the course of a new economic age. This complexity stresses learning and innovation as fundamental mechanisms for organizational survival. This paper aims to propose that how learning and innovation emerge and affect organizational performance can be better understood through the complexity leadership theory.Design/methodology/approachThe authors review literature on complexity leadership theory, learning and innovation in complex bureaucratic environments and then present reflections regarding how learning and innovation can be achieved through the interaction of three complexity leadership functions: adaptive, administrative and enabling. This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation.FindingsWe propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control.Originality/valueThis paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. Furthermore, this paper proposes that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments.