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. The theory calls for skills, attributes and roles which are additional to the demands of traditional leadership.[1] The term appeared in various articles and chapters of books between 2002 and 2010, mainly in articles concerning the medical field (see articles by: Tatsuo I 2002,[2] Hill et al. 2008,[3] Hanah et al. 2008,[4] Avolio et al. (2008),[5] Ford 2009,[6] and Chadwick 2010[7]).
In 2010 Obolensky published 'Complex Adaptive Leadership - Embracing Paradox and Uncertainty' ,[8] building on his prior work under the auspices of the Centre for Leadership Studies at The University of Exeter.[9] For Obolensky a key output of complex adaptive leadership is self-organisation, and the ability for organisations to operate with reduced hierarchy, less management effort, and bureaucracy, and resultant higher staff engagement with lower costs.[10] He traces the roots of his work to his time in the military during the 1980s, his teaching in the 1990s and his reading Gleick's book on Chaos. Subsequently he also took into account the writings of Lau Tzu's Tao Te Ching, situational leadership, servant leadership, the emergent strategy and shared leadership approach of Mintzberg, the adaptive leadership of Heifitz and others as well Spillane's work on distributed leadership.[citation needed]
^Ford, Randal (2010). "Complex adaptive leading-ship and open-processional change processes". Leadership & Organization Development Journal. 31 (5): 420–435. doi:10.1108/01437731011056443.
^Tatsuo I., (2002) "Complex Adaptive leadership of Presidents in Japanese General Hospitals", Journal Code:L0877A, Research Institute for Technology No. 21, Tokyo Denki University [1] (accessed 2012)
^Hill, F; Stephens, C (2008). "Building leadership capacity in medical education: developing the potential of course coordinators". Med Teach. 27 (2): 145–9. doi:10.1080/01421590400029731. PMID 16019335. S2CID 37899910.
^Graen, George B.; Graen, Joni A. (2008). Knowledge-driven Corporation: Complex Creative Destruction. IAP/Information Age Pub. ISBN 978-1-59311-942-3.
^Avolio, Bruce J.; Hannah, Sean T. (2008). "Developmental readiness: Accelerating leader development". Consulting Psychology Journal: Practice and Research. 60 (4): 331–347. doi:10.1037/1065-9293.60.4.331. S2CID 8931466.
^Ford, R. (2009). "Complex leadership competency in health care: Towards framing a theory of practice". Health Services Management Research. 22 (3): 101–14. doi:10.1258/hsmr.2008.008016. PMID 19633178. S2CID 13391618.
^Chadwick, Maureen Melia (2010). "Creating Order out of Chaos: A Leadership Approach". AORN Journal. 91 (1): 154–70. doi:10.1016/j.aorn.2009.06.029. PMID 20102812.
^Obolensky N. (2010) "Complex Adaptive Leadership - Embracing Paradox and Uncertainty" Gower Applied Research
^Obolensky, N. (2007) "Chaos leadership and Polyarchy - Countering leadership Stress?", The University of Exeter Centre for Leadership Extended Essay Series, ISBN 0-9549155-1-8
^Shannon N. (2012) "Buffalo Maps", Integral Leadership Review, January Edition 2012 http://integralleadershipreview.com/6202-book-review-buffalo-maps
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