Presentation by David A. Streat. Accompanying blog post at: http://www.govloop.com/profiles/blogs/complexity-leadership-theory

1. Complexity Leadership Theory (CLT) Can it help 21st century decision makers? David A. Streat SBSF 7100 Mentor: Dr. Walter McCollum 3-1

3. Traditional Leadership Top-down approach Leaders specify desired futures. Leaders direct change. Leaders eliminate disorder and the gap between intentions and reality. Leaders influence others to enact desired futures. (Uhl-Bien & Marion, 2008, p. 135-143)

4. What is Complexity Science? Complexity science is a new way to scientifically study the world we live in. Complexity science examines the interactions of simple causes that may have large-scale effects on a given situation. Complexity science does not predict outcomes. Complexity science is multi-dimensional and allows interconnectedness. (Phelan, 2001, p. 2-3). 3-4

5. What are Complex Adaptive Systems? CASs are a basic unit of analysis in complexity science. (Uhl-Bien & McKelvey, 2008, p. 187) CASs are open, non-linear dynamical systems that adapt and evolve. (Merali, 2006, p. 216-221) CASs are comprised of agents and individuals as well as groups of individuals (Lichtenstein, & Uhl-Bien, et al., 2006, p. 3). CASs allows for negative and positive feedback (Merali, 2006, p. 216-221). 3-5

6. What is Complexity Leadership Theory? CLT is a framework containing administrative, adaptive, and enabling leadership components. CLT is a way to examine dynamic, complex systems, and processes. CLT is a theory that attempts to distinguish leadership from managerial positions. CLT is a way to examine an organization’s systems of interactions. CLT attempts to create control structures and align the vision and mission of the organization while influencing order. (Uhl-Bien & McKelvey, 2008, p. 187-189) 3-6

7. The good side of complexity Complexity facilitates healthier lives. Complexity also allows us the opportunity to be a more diverse and engaging world. Complexity is a source of creativity and innovation. Complexity creates the best possibility for improvement and lasting change to happen. (Dixon-Homer, 2011, p. 6). 3-7

8. Complexity contributes to an organization’s vulnerability. Complexity suddenly pushes leaders to a new equilibrium. Complexity causes organizational failures to look like falling dominoes. Complexity contributes to an organizationational uncertainty. (Dixon-Homer, 2011, p. 6). The bad side of complexity 3-8

9. CLT & 21st Century Decision-Making Organizations have to change how they are managed (Burnes, 2004, p.321). Must focus on how leadership may occur in all interactions . (Lichtenstein & Uhl-Bien et al., 2006, p. 8) Shift the focus of information systems (Merali, 2006, p. 224). Must understand that they do not direct, change, or control future outcomes (Plowman et al., 2007, p. 344). 3-9

10. CLT& 21st Century Decision-Making Leaders enable interactions and are catalyst. Leaders give meaning to what is happening in the organization. Leaders disrupt exiting patterns by creating conflict and acknowledge uncertainty. Establish simple rules, encouraging “swarm like” behaviors, and promote non-linear interactions. Act as sense-makers by creating correlation through language and direction. (Plowman et. al., 2007, p. 345) 3-10

11. Dixon-Homer, T. (2011). Shifting the trajectory of civilization. Oxford Leadership Journal, 2(1), p. 2-10. Burnes, B. (2004). Kurt Lewin and complexity theories: Back to the future? Journal of Change Management, 4(4), 309-325. Lichtenstein, B. B., Uhl-Bien, M., et al. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence: Complexity and Organization, 8(4), 2-12. Merali, Y. (2006). Complexity and information systems: The emergent domain. Journal of Information Technology, 21, 216-228. Phelan, S. E. (2001). What is complexity science, really? Emergence, 3(1), 120-136. Plowman, D. A., Solansky, S., Beck, T. E., Baker, L., & Kulkarni, M. (2007). The role of leadership in emergent, self-organization. The Leadership Quarterly, 18, 341-356. Uhl-Bien, M., & Marion, R. (2008). Complexity leadership Part I: Conceptual foundations. Information Age Publishing, Inc: Charlotte, NC. References 3-11

12. Conclusion & Questions ??????????? 3-12