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Complex adaptive leadership (CAL) is an approach to leadership based on a polyarchic assumption (leadership of the many by the many), rather than based on an oligarchic assumption (leadership of the many by the few). Leadership in this theory is seen as a complex dynamic involving all, rather than only a role or attribute within a hierarchy.
Rooted in agile software development and initially referred to leading self-organizing development teams (Appelo, 2011; [1]), the concept of agile leadership is now used to more generally denote an approach to people and team leadership that is focused on boosting adaptiveness in highly dynamic and complex business environments (Hayward, 2018; [2] Koning, 2020; [3] Solga, 2021 [4]).
Subsequent work by Levinthal (1997) entitled Adaptation on Rugged Landscapes further elaborated upon the notion that both adaptive and selective forces were simultaneously at play for organizations depending upon how "tightly coupled" (or interdependent) organizational structures were in relation to their environments.
An adaptive leader makes decisions to perform a specific action to better fit the organization and help it become productive. [36] By a leader displaying adaptive performance when making a decision, the team leader shows their awareness of a situation leading to new actions and strategies to reestablish fit and effectiveness. [28]
Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring.
Strategic leadership filters the applicable information, creating an environment where learning can take place. Strategic leadership is a combined responsibility of the leader, the follower, and the organization. Leadership presents challenges that call forth the best in people, and bring them together around a shared sense of purpose.
Again, they argue for the importance of adaptive behaviour and of versatility in moving along and across the two axes in order to build and maintain rapport. Helen Spencer-Oatey and her colleagues [9] have applied the same principles to leadership. They call the interpersonal circumplex the Interaction Compass, arguing that it is helpful for ...
Managing complex business models effectively depends on leadership that can make dynamic decisions, build commitment to specific visions and goals, learn actively at multiple levels, and engage conflict. [11] On the group level of analysis, scholars have examined how team members affect leadership actions in the promotion of ambidexterity.