Complex Adaptive Leadership Research Articles

Identifying key elements for evaluating organizations' complex adaptive leadership readiness (CAL-R framework): paving the way for a measurement tool development

PurposeTraditional management models are no longer viable in this complex era, with fast-pacing markets and various emergent properties affecting organizational success. The present study acknowledges the need for developing a coherent framework that leaders may use to evaluate their organizational adaptive ability.Design/methodology/approachThis paper uses theoretical analysis.FindingsThis paper proposes the CAL-R framework, which identifies key characteristics of complex adaptive systems (CAS). These actionable elements, manifested in respective behaviors, will increase organizational adaptability. Adaptability is then suggested to be the mediating factor between complex adaptive leadership practice and organizational performance.Research limitations/implicationsThe suggested actionable elements are developed based on a theoretical, non-measurable approach; however, the need for statistical rigorousness is also acknowledged. Further research and a quantitative approach are also suggested for the development of a sound measurement scale.Practical implicationsApplying effective complex adaptive leadership will potentially provide organizations with a competitive advantage by making them more innovative, able to transform and adapt to environmental needs and changes and eventually meet their goals and reach their vision. Leaders may use the identified actionable elements as benchmarks against which they can evaluate their organizations' complex adaptive leadership readiness (CAL-R).Originality/valueThe CAL-R framework may be used by leaders in order to evaluate their organization’s current adaptive maturity level (ability) and identify the elements they need to focus on more and develop in order to become more adaptive and competitive.

The extended care team for people with multimorbidity as a complex adaptive system: How to raise the adaptability of your own team.

1.Short summary: Rapid changes in healthcare structure and demands require continuous adaptability of healthcare teams. This workshop will describe a case vignette of a patient with multimorbidity to start a theoretically underpinned reflection on how teams can be supported to adapt to changing contexts.
 2.Why: Traditionally healthcare delivery has been structured based on disease-specific guidelines, procedures and teams in which effectiveness and quality of interventions is often measured by means of disease specific clinical outcome indicators defined in disease-specific randomized clinical trials. However, for people with a combination of disorders or with a complex context, outcomes are often a lot more uncertain. In addition, patients with multimorbidity are often followed by different professionals in different healthcare and welfare services, each with their own perspective and priorities. Therefore, interprofessional healthcare teams often operate in complex situations. Moreover, they tend to operate in fragmented order throughout different primary and secondary healthcare and welfare services. Complexity science has been introduced in healthcare as a theoretical framework to better understand complex situations. Interdisciplinary healthcare teams can be viewed as Complex Adaptive Systems (CAS) by focusing more on the team members' interactions than on the characteristics of individual team members. Viewing teams in this way can provide us with insights into the origins of team behavior. Insights that can be supportive to improved team functioning and improved integrated care.
 3.Audience: Clinicians, teamleaders, managers
 
 Structure (90')
 
 Introduction (10') on changes in population needs (e.g. multimorbidity) and healthcare delivery (e.g. interprofessional collaboration) including the related challenges. The need for optimizing the adaptability of clinical teams towards this changing working context will be emphasized as focus of the workshop. Theoretical background on complexity science as a lens to better understand working in VUCA (volatile, uncertain, complex, ambiguous) conditions
 Group work (30') A case vignette will be provided of a patient with multimorbidity taken care of by a multiprofessional team. Based on the case vignette participants will fill in the CAL questionnaire (Complex Adaptive Leadership Organisational Capability Questionnaire). Group discussion on the meaning of the scores will be guided by the moderators
 Theory (10')The constructs of the Questionnaire will be explained and the use of the questionnaire as a monitoring tool during team transitions will be discussed
 Group work (10') discuss/brainstorm about strategies to influence the topics defined in the different questions of the questionnaire.
 Reporting back (20') small groups will report back about the strategies they have defined for each question.
 Wrap up and key messages (10') Two minutes of repetition of the theoretical principles of complexity science in healthcare by the moderators. Group formulation of preferred strategies defined during the workshop to optimize the adaptability of clinical teams in working with complex patients
 5.How to engage
 Small group discussions – plenary discussions
 Case vignette – clinical reflection – brainstorm
 Dscussion on transferability of ideas to real world situation
 6.Take home messages?
 Partly by moderators, partly by participants
 One pager with theoretical underpinning + further reading suggestions will be provided

DIRECTORS OF SOCIAL SERVICES: OVERLOOKED LEADERSHIP NEEDS AT SKILLED NURSING FACILITIES (SNFS)

Abstract Skilled Nursing Facilities (SNFs) provide ongoing care to the elderly and chronically ill. To maximize the quality of this care, SNF staff must be trained to respond to patient care crises and communicate across departments. Although researchers have studied the leadership styles, strategies, and interactions of facility administrators and nursing directors, little was known about the leadership styles and strategies employed by the directors of social services (DSSs). The aim of this phenomenological study was to explore how DSSs influenced leadership policies, prepared subordinates for crisis intervention and management, perceived that social workers influenced patient care decisions, and believed that communication amongst SNF staff about patient care could be improved. The conceptual framework was based on the multilevel leadership model construct, the situational leadership model construct, and the complex adaptive leadership model construct. Participants included a purposive sample of 10 DSSs working in a large, corporate SNFs in Virginia. Data were collected via in-person, semi structured interviews consisting of open-ended questions. Data were analyzed via Hycner's phenomenological approach. Findings from this investigation helped clarify roles and responsibilities of DSSs, thereby improving the leadership they provide to subordinate social workers. Findings may be used to improve communication across professionals within SNFs and their roles in patient care decisions.

Complexity Leadership: The First Two Decades

Complexity leadership, complex adaptive leadership, and adaptive leadership theories are related but separate streams of leadership research dating back four decades. This article reviews the first two decades. The research team searched academic literature within the business discipline for journal articles related to complex adaptive leadership, complexity leadership, and adaptive leadership, resulting in a sample of 778 articles. The researchers used multiple methods to analyze the articles, eventually conducting deductive analysis on a subset of nine articles published between 1982-2002. Analysis from the sample revealed frustration by some leadership scholars over the ability of leadership theory to address practical leadership problems. Therefore, scholars called for and began to develop novel approaches beyond concepts of leader-follower influence. Scholars turned their attention to understanding the role of leadership within VUCA contexts. They began to conceive of organizations as open systems and to describe characteristics that leaders would need to be successful in complex adaptive systems. These early attempts set the stage for scholars to apply complexity theory to the study of leadership.

Leadership among Director of Social Work at Skilled Nursing Facilities (SNFs)

Skilled Nursing Facilities (SNFs) provide ongoing care to the seniors and chronically ill. To maximize the quality of this care, SNF staff must be trained to respond to patient care crises and communicate across departments. Although researchers have studied the leadership styles, strategies, and interactions of facility administrators and nursing directors, little was known about the leadership styles and strategies imployed by the director of social worker (DSW). The aim of this phenomenological study was to explore how DSW influenced leadership policies, prepared subordinated for crisis intervention and management, perceived that social workers influenced patient care decisions, and believed that communication amongst SNF staff about patient care could be improved. The conceptual framework was based on the multilevel leadership model construct, the situational leadership model construct, and the complex adaptive leadership model construct. Participants included a purposive sample of 10 DSW working in a large, corporate SNFs in Virginia. Data were collected via in person, semi structured interviews consisting of open-ended questions. Data were analyzed via Hycner's phenomenological approach. Findings from this investigation helped clarify roles and responsibilities of DSW, thereby improving the leadership they provide to subordinate social workers. Findings may be used to improved communication across professionals within SNFs and in their role in patient decisions.

Waves of change: Responding, recovering, and rebuilding in crisis.

In this article, we use the metaphor of a tsunami to illustrate the waves of change brought on by the global pandemic. We discuss the role of leadership educators in responding, recovering, and rebuilding in the aftermath of crisis. We draw from transition theory and complex adaptive leadership theory for sense-making and action.

The Novation Dynamic:: Clarifying the Work of Change, Disruption, and Innovation

Leading in today’s health care organizations is extremely challenging. The speed of technology and innovation, increasingly more regulatory requirements, and the demand for value-based care, all contribute to these challenges. Many of the current approaches used to develop the leaders of today and the future fall short of what is required for success. Innovation leadership must provide the skills and competencies to facilitate complex adaptive systems, complexity, change, and quantum leadership. In this article, “The Novation Dynamic: Clarifying the Work of Change, Disruption, and Innovation,” a framework for facilitating innovation is described. As the largest health care discipline and the only frontline health care providers with access to patients 24 hours/day, the nursing profession holds a unique perspective for understanding today’s health care challenges. Nurses are well-positioned to be the leaders of the Novation Dynamic, to provide the leadership required in today’s health care systems, and to work collaboratively with other health care disciplines, business colleagues, innovators, and patients. Leading in today’s health care organizations is extremely challenging. The speed of technology and innovation, increasingly more regulatory requirements, and the demand for value-based care, all contribute to these challenges. Many of the current approaches used to develop the leaders of today and the future fall short of what is required for success. Innovation leadership must provide the skills and competencies to facilitate complex adaptive systems, complexity, change, and quantum leadership. In this article, “The Novation Dynamic: Clarifying the Work of Change, Disruption, and Innovation,” a framework for facilitating innovation is described. As the largest health care discipline and the only frontline health care providers with access to patients 24 hours/day, the nursing profession holds a unique perspective for understanding today’s health care challenges. Nurses are well-positioned to be the leaders of the Novation Dynamic, to provide the leadership required in today’s health care systems, and to work collaboratively with other health care disciplines, business colleagues, innovators, and patients. Michael H. Ackerman, DNS, RN, FCCM, FNAP, FAANP, FAAP is director of the Master in Healthcare Innovation Program and professor of clinical nursing at the College of Nursing, The Ohio State University, in Columbus, Ohio. He can be reached at [email protected] . Karen K. Giuliano, PhD, RN, FAAN, MBA, is associate professor at the Institute for Applied Life Sciences & College of Nursing, University of Massachusetts Amherst, in Amherst. Kathy Malloch, PhD, MBA, RN, FAAN, is professor of clinical nursing at the College of Nursing, The Ohio State University, and associate director, Education & Evidence Based Regulation, Arizona State Board of Nursing in Phoenix, Arizona.

Complex Adaptive Leadership for Organization and Human Development

Complex Adaptive Leadership for Organization and Human Development

Leadership and public financial management reforms in Jamaica

PurposeThe purpose of this paper is to assess the utility of complex adaptive leadership to public financial management reforms in Jamaica and provide insights to advance theoretical perspectives on leadership in public organizations.Design/methodology/approachThe study is qualitative and adopts a case study approach with data collected using document analyses and interviews.FindingsThe study highlights that leaders need to both drive and respond to directional forces and environmental pressures, which require them to balance or oscillate between leader and follower roles, and even demonstrate both simultaneously in order to achieve change successfully.Practical implicationsIn developing states faced with technical and adaptive challenges, the inputs of followers assume greater importance as they are integral to innovation and flexibility needed for problem solving. Communication, negotiation, bargaining and teamwork are critical skills that must be included in the repertoire of leadership and followership training.Originality/valueThe study connects leadership to pubic finance, fiscal decision-making, and reforms to public fiscal systems in a small developing state, Jamaica. The paper highlights that increased attention to the context is necessary, especially in participatory democracies, which demand responsiveness to powerful or influential interests, reduce autonomy and give rise to unclear organizational boundaries and hierarchies. It establishes a nexus between adaptive leadership and social identity theories, which demonstrate the emergence, contribution, and importance of group identities to distributed leadership. The roles of leadership and followership can interchange, which increases the fluidity and dynamism of the leadership process.

SCALE DEVELOPMENT AND INITIAL TESTS OF THE MULTIDIMENSIONAL COMPLEX ADAPTIVE LEADERSHIP SCALE FOR SCHOOL PRINCIPALS: AN EXPLORATORY MIXED METHOD STUDY

This study was designed to develop a scale and examine its psychometric properties to offer a new complex adaptive leadership for school principals (CAL-SP). This was an exploratory mixed method research. Both qualitative and quantitative methods were used to develop and assess psychometric properties of the questionnaire. This study introduces the construct of complex adaptive school leadership, which comprises three dimensions: enabling leadership, managerial leadership and adaptive leadership. The scale shows internal consistency, reliability, construct validity and nomological validity explaining that the instrument had a good structure and reliability. Directions for future research and managerial implications of the new construct are discussed. Article visualizations:

Addressing Complex Problems: Using Authentic Audiences and Challenges to Develop Adaptive Leadership and Socially Responsible Agency in Leadership Learners

Complex and adaptive challenges threaten human well-being and sustainability. However, our leadership graduates often lack the capacity and or commitment to address these challenges in a meaningful way. This paper details a five-year study exploring the impact of an interdisciplinary undergraduate course on the development of global capacities, complex Adaptive Leadership, Socially Responsible Agency, and systems thinking. The course instructors used innovative and intentionally divergent learning methods to challenge students to serve as stewards of their own knowledge and facilitators of their own learning through the confrontation of authentic and complex challenges. The researchers note transferable qualitative findings that demonstrate the profound impact of the noted leadership learning experience on the development of Socially Responsible Agency, along with Adaptive Leadership capacity and systems thinking.

Healthcare teams as complex adaptive systems: Focus on interpersonal interaction

ObjectiveThe aim of this study is to test the feasibility of a tool to objectify the functioning of healthcare teams operating in the complexity zone, and to evaluate its usefulness in identifying areas for team quality improvement. MethodsWe distributed The Complex Adaptive Leadership (CAL™) Organisational Capability Questionnaire (OCQ) to all members of one palliative care team (n=15) and to palliative care physicians in Flanders, Belgium (n=15). Group discussions were held on feasibility aspects and on the low scoring topics. Data was analysed calculating descriptive statistics (sum score, mean and standard deviation). The one sample T-Test was used to detect differences within each group. ResultsBoth groups of participants reached mean scores ranging from good to excellent. The one sample T test showed statistically significant differences between participants’ sum scores within each group (p<0,001). Group discussion led to suggestions for quality improvement e.g. enhanced feedback strategies between team members. ConclusionThe questionnaire used in our study shows to be a feasible and useful instrument for the evaluation of the palliative care teams’ day-to-day operations and to identify areas for quality improvement. Practical implicationsThe CAL™OCQ is a promising instrument to evaluate any healthcare team functioning. A group discussion on the questionnaire scores can serve as a starting point to identify targets for quality improvement initiatives.

Book Review: Complex Adaptive Leadership

Book Review: Complex Adaptive Leadership

Complex Adaptive Leadership: The case of a Mining Conglomerate under Reorganization Process and the Role of Leader

The purpose of this paper is to analyze leader’s role in unpredictable organizational world through critically analysing the leadership approaches and the roles of leaders in a mining conglomerate. Through a brief adaptive leadership literature review the paper presents main aspects of complexity theory, adaptive leadership, leader’s role in this framework and potential utilization of literature findings in real case of a mining conglomerate in Kosovo which is under reorganization process. Assenting to the literature the leader role has changed in direction of adapting the behaviour or leading approach based on the complexity of the environment that organizations are facing today. As anticipated the paper in fact, finds positive correlation of literature theory and practical use of several complex adaptive leadership aspects that the leadership of the mining conglomerate can consider during the reorganization process, with the purpose of adjusting their role accordingly to the complexity of the environment of the organization.

Teachers’ Views on School Principals’ Leadership Initiatives in Complex Systems

The purpose of this study was to investigate the elementary school teachers’ perceptions about the principals’ practice for the complex adaptive leadership. In the study, the general survey model was used to collect the quantitative data from the participants. In order to collect the necessary data for the study, “Teacher Perceptions Concerning School Principals’ Complex Leadership Behaviors Scale” has been used which is developed by researchers. The results of the study indicate that the complex system leadership initiatives portrayed by the school administrators are at an average level, while the complex system leadership initiatives influenced by those administrators are at a high level. The correlation analysis shows that there is a significant positive relationship between the level of complex system leadership initiatives demonstrated by the administrators and the level of initiatives influenced by those administrators on others.

A qualitative investigation of community health nurses’ adaptation to systems change

Background: The implementation of the newly formed First Nations Health Authority presents opportunities and challenges for the expanded role of the Community Health Nurses (CHNs) who work with the First Nations communities in British Columbia. A clear theoretical approach will assist these changes to increase the leadership capacity of these CHNs. Purpose : The purpose of this abstract is to present an evidence-based approach in a qualitative study to enhance leadership knowledge and skills for the CHNs and support their expanded role. This approach will encompass quantum leadership theory and the complex adaptive leadership model. Implications : The imminent proposed system changes create an urgent need to provide increased clarity in the identified body of CHNs' roles and responsibilities. The author hopes the proposed study will discover an emergent shared vision of role-clarity and an empowered voice to speak out constructively for CHNs and for the First Nations Communities. Conclusions : This oral presentation of this thesis study hopes to present a compelling rationale to foster leadership for CHNs to work at full scope and develop greater clarity in all domains. Participants in this session will learn about key components of the proposed study and how this author hopes augment the CHN’s engagement in organizational change. This approach will be presented as it relates to the current situation in British Columbia, and how the new information generated by this study can be utilized and adapted in public/community/community health across Canada.

Summary of the AAPG–SPE–SEG Hedberg Research Conference on “Fundamental Controls on Flow in Carbonates”

A joint AAPG–Society of Petroleum Engineers–Society of Exploration Geophysicists Hedberg Research Conference was held in Saint-Cyr sur Mer, France, on July 8 to 13, 2012, to review current research and explore future research directions related to improved production from carbonate reservoirs. Eighty-seven scientists from academia and industry (split roughly equally) attended for five days. A primary objective for the conference was to explore novel connections among different disciplines (primarily within geoscience and reservoir engineering) as a way to define new research opportunities. Research areas represented included carbonate sedimentology and stratigraphy, structural geology, geomechanics, hydrology, reactive transport modeling, seismic imaging (including four-dimensional seismic, tomography, and seismic forward modeling), geologic modeling and forward modeling of geologic processes, petrophysics, statistical methods, numerical methods for simulation, reservoir engineering, pore-scale processes, in-situ flow experiments (e.g., x-ray computed tomography), visualization, and methods for data interaction. The conference was organized into four thematic sessions on the first two days (fundamentals, measurement and detection of flow on laboratory to field scales, uncertainty and prediction, and novel modeling and simulation techniques); a field trip on the third day was preceded by a dedicated poster session that introduced the geology of the area, whereas the ice breaker featured guest lectures on innovation and complex adaptive leadership, as well as a panel discussion. Given the challenge of cross-disciplinary communication, delegates were encouraged to adopt a beginner's mind, challenging the status quo and exploring basic questions that the establishment might have overlooked. Stepping back and slowing down to promote effective conversations among different disciplines was emphasized upfront. Several delegates noted that technical jargon was a significant barrier to novel thinking in the way that it impeded effective communication among disciplines during the meeting. Cross-disciplinary interactions were encouraged by several further mechanisms, representing a shift from more common Hedberg Conference formats. Overall, the …

Conceptualising the essential qualities of complex adaptive leadership: networks that organise

Complex adaptive organisations are represented in many ways. Complex adaptive organisations depend on the interaction of members exchanging information and resources shared influence. Leading is enacted by people with generative and unifying capabilities (Hazy, 2011). Complex organisations manifest networked patterns of interaction between leaders who can span traditional organisation and environment boundaries. Knowing leader networks as incompressible structures in nested eco-systems seems a concept well-suited for conceptualising organisations of leaders where small changes by one leader can impact the entire system. By way of presenting organisation study findings from a recent network analysis of large scale state-wide shared service in a new light in this paper, this author explicates the essential qualities of complex adaptive emergent leadership networks to suggest new ways for conceptualising truly complex leadership in contemporary organisations by engaging the principles of network theory and complexity.

Leadership, Culture, and Organizational Technologies as Absorptive Capacity for Innovation and Transformation in the Healthcare Sector: A Framework for Research

Organizational transformation, in brief, is the profound reshaping of the organization's and its people's performance. The same transformational initiative might prove effective in one health system yet not another. Variations in success also exist across facilities, departments, or other units within a healthcare organization. Such variations remain relatively unexplored in the literature. We propose that some of these variations might be due to levels of absorptive capacity (ACAP), the ability to discover and exploit innovation, across and within healthcare organizations. The purpose of this article is to provide a research framework and recommend a measurement model for the study of ACAP for transformations in the healthcare setting. To develop a framework for ACAP for transformation, we reviewed 118 peer-reviewed journal articles, 36 books or book sections and two websites related to transformation and ACAP. We also reviewed literature covering related topics, including ACAP measurement models, organizational learning, organizational change, innovation, complex adaptive systems, strategy execution, organizational technologies, leadership, and culture. This comprehensive review of literature covered fields of sociology, organizational theory, management science, and systems theory. The approach sought a parsimonious framework sufficient to capture the significant complexities of ACAP for transformation in healthcare. Our proposed framework of measuring ACAP in healthcare organizations encompasses three dimensions: leadership (L), culture (C), and organizational technologies (OT) that are relevant to transformative change. By applying this LCOT framework in measuring ACAP levels associated with transformation issues, barriers, and outcomes, we propose that constraints can be identified and addressed, and successful implementation of transformational initiatives can be realized. Capturing and tracking the level of ACAP will help healthcare leaders with improving transformation implementation and success, making informed decisions about timing and selection of initiatives, and decisions about continuation or contraction of specific transformations within specific departments, teams or their healthcare system.

A Collaborative Work System for Complex Adaptive Leadership

A Collaborative Work System for Complex Adaptive Leadership