Reassessing Culture Theories and Models

For this discussion, compare and contrast two articles on complexity theory. Using your selected case organization, evaluate the role that the theories and models played in informing leadership practices including organizational effectiveness, learning, adaptability and viability. Based upon your readings and correlation with your case firm, discuss potential contributions in terms of developing a new model or theory regarding complexity that might be useful for current and future global organizations. Read Arena and Uhl-Bien’s 2016 article, “Complexity Leadership Theory: Shifting From Human Capital to Social Capital,” from People & Strategy, volume 39, issue 2, pages 22–27. Read Davis’s 2015 article, “Social Complexity Theory for Sense Seeking: Unearthing Leadership Mindsets for Unknowable and Uncertain Times,” from Emergence: Complexity and Organization, volume 17, issue 1, pages 1–14. Read Geer-Frazier’s 2014 article, “Complexity Leadership Generates Innovation, Learning, and Adaptation of the Organization,” from Emergence: Complexity & Organization, volume 16, issue 3, pages 105–116. Read Lowell’s 2016 article, “An Application of Complexity Theory for Guiding Organizational Change,” from The Psychologist-Manager Journal, volume 19, issue 3-4, pages 148–181. Read Nienaber and Svensson’s 2013 article, “An Analysis of the Contribution of Leadership to Organisational Performance Using Complexity Science,” from The Journal of Management Development, volume 32, issue 8, pages 836–851. Read Uhl-Bien, Marion, and McKelvey’s 2007 article, “Complexity Leadership Theory: Shifting Leadership From the Industrial Age to the Knowledge Era,” from The Leadership Quarterly, volume 18, issue 4, pages 298–318.

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