Leadership of complex adaptive systems
Complex adaptive leadership describes the leadership approach that is premised on polyarchic assumption and not oligarchic assumption. This leadership model is sometimes called leadership of the many by the many and draws its basis on complex adaptive systems theory (Burns, 2001). The theory involves application of skills, attributes and roles. Unlike traditional leadership, complexity leadership is characterized by interaction and adaptability, emergent change and adaptive properties (Burns, 2001). The complexity of the healthcare setting is manifested in the increasing variety from the environment. In this regard, traditional leadership cannot apply in the healthcare context because it generates an ordered response. Such responses cannot meet the needs of complexity. Thus, leadership in complex adaptive systems must respond effectively in such environments by enabling complex responses.
Complex adaptive system found in the healthcare setting creates necessary conditions that enhance adaptive leadership and increase performance. A study by Plsek and Wilson (2001) observed that high variety and pressures are elements of a complex environments that demand complex responses. These responses allow dynamic interaction and emergence. Against this backdrop, managers and employees cannot respond to issues of complexity through directives that only generate order. A study that sought to investigate the leadership system used in healthcare organisations revealed that most hospitals still use traditional leadership approaches while a few hospitals employ complex adaptive leadership approach (Burns, 2001).
Leadership that employs the complexity approach focuses on enhancing relationships within the healthcare context (Plsek & Wilson, 2001). Such leadership creates conditions that allow complex adaptive systems to generate desired results. In this regard, the leadership and management in a complex adaptive system identifies opportunities in a chaotic healthcare environment. Complex adaptive leadership recognizes new ideas, innovations and champion these ideas into the system. Because of this functionality, this leadership approach constitutes a bottom-up emergence in the healthcare setting.
References List
Burns, J. P. 2001. Complexity science and leadership in healthcare. Journal of Nursing
Administration, 31(10), 474-482.
Plsek, P. E., & Wilson, T. 2001. Complexity, leadership, and management in healthcare
organisations. British medical journal, 323(7315), 746.
