Skip to main content

Leadership for Complex System Governance

  • Chapter
  • First Online:
Complex System Governance

Part of the book series: Topics in Safety, Risk, Reliability and Quality ((TSRQ,volume 40))

  • 516 Accesses

Abstract

Recognizing complexity and uncertainty as norms for the environments in which organizations exist, complexity theory, complex systems, and complex adaptive systems have been suggested as appropriate to address these challenges. Further, merging aspects of complex systems and governance to develop a systems-based framework for design, evolution, and implementation of the metasystem which governs a complex system has been proposed. In this chapter, we explore leadership issues associated with governance of complex systems. Topics include the relationship between systems leadership and the Complex System Governance (CSG) reference model; a review of leadership including leadership styles, functions, ethics, complex system leadership, and Complex System Governance leadership; system leadership practice including responsibilities, effects and impacts of leadership, the role of leadership in metasystem design, implementation and operation; and the applicability and integration of systems leadership into the CSG reference model. Exercises will then be addressed.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 129.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 169.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 169.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  1. Keating C, Katina P, Bradley J (2014) Complex system governance: concept, challenges, and emerging research. Int J Syst Syst Eng 5(3):263–288

    Article  Google Scholar 

  2. Keating C, Katina P (2015) Editorial: foundational perspectives for the emerging complex system governance field. Int J Syst Syst Eng 6(1/2):1–14

    Google Scholar 

  3. Fleishman E, Mumford M, Zaccaro S, Levin K, Hein M (1991) Taxonomic effort in the description of leader behavior: a synthesis and functional interpretation. Leadersh Quart 2(4):245–287

    Article  Google Scholar 

  4. Northouse PG (2013) Leadership theory and practice, 6th edn. SAGE Publications Ltd., Thousand Oaks, CA

    Google Scholar 

  5. Toor S (2011) Differentiating leadership from management: an empirical investigation of leaders and managers. Leadersh Manag Eng 11:310–320

    Article  Google Scholar 

  6. Kaiser R, Hogan R, Craig SB (2008) Leadership and the fate of organizations. Am Psychol 63(2):96–110. https://doi.org/10.1037/0003.0066X63.2.96

    Article  Google Scholar 

  7. Lichtenstein B, Uhl-Bien M, Marion R, Seers A, Douglas J (2006) Complexity leadership theory: an interactive perspective on leading in complex adaptive systems. Emerg Complex Orga 8(4):2–12

    Google Scholar 

  8. Kupers W, Weibler J (2008) Inter-leadership: why and how should we think of leadership and fellowship integrally? Leadership 4:443–475. https://doi.org/10.1177/1742715008095190

    Article  Google Scholar 

  9. Maccoby M, Scudder T (2011) Strategic intelligence: a conceptual system of leadership for change. Perform Improv 50(3):32–40. https://doi.org/10.1002/pfi.20205

    Article  Google Scholar 

  10. Marion R, Uhl-Bien M (2001) Leadership in complex organizations. Leadersh Quart 12:389–418

    Article  Google Scholar 

  11. Crowley W (1931) The traits of face-to-face leaders. Psychol Sci Public Interest 26(3):304–313

    Google Scholar 

  12. Katz R (1955) Skills of an effective administrator. Harv Bus Rev 33(1):33–42

    Google Scholar 

  13. Hersey P, Blanchard K (1969) Management of organizational behaviour—utilization of human resources. Prentice Hall, New Jersey

    Google Scholar 

  14. Fiedler F (1964) A Contingency model of leadership effectiveness. In: Berkowitz L (ed) Advances in experimental social psychology, vol 1. Academic Press, New York

    Google Scholar 

  15. Evans M (1970) The effects of supervisory behavior on the path-goal relationship. Organ Behav Hum Perform 5(3):277–298

    Article  Google Scholar 

  16. Downton JV (1973) Rebel leadership, New York

    Google Scholar 

  17. Weber M (1947) The theory of social and economic organization. The Free Press, New York

    Google Scholar 

  18. Greenleaf R (1977) servant leadership a journey into the nature of legitimate power and greatness. Paulist Press, New Jersey

    Google Scholar 

  19. Uhl-Bien M, Marion R, McKelvey B (2007) Complexity leadership theory: shifting leadership from the industrial age to the knowledge era. Leadersh Q 18(4):298–318

    Article  Google Scholar 

  20. Gonos J, Gallo P (2013) Model for leadership style evaluation. Management 18(2):157–168

    Google Scholar 

  21. MindTools (2014) Core leadership theories learning the foundations of leadership. www.mindtools.com

  22. Giltinane C (2013) Leadership styles and theories. Nurs Stand 27(41):35–39

    Article  Google Scholar 

  23. Prieto B (2013) Establishing and building leadership skills. Leadersh Manag Eng 13:209–211

    Article  Google Scholar 

  24. Katzenbaugh J, Santamaria J. (1999) Firing up the front line. Harv Bus Rev 107–117

    Google Scholar 

  25. Kotter J (1990) What leaders really do. Harv Bus Rev 68(3):103–111

    Google Scholar 

  26. Osborn R, Hunt J, Jauch L (2002) Toward a contextual theory of leadership. Leadersh Q 13:797–837

    Article  Google Scholar 

  27. Vera D, Crossan M (2004) Strategic leadership and organizational learning. Acad Manag Rev 29(2):222–240

    Article  Google Scholar 

  28. Merriam-Webster (ed) (2014) Merriam-Webster on-line dictionary. Merriam-Webster, Inc., Springfield, MA

    Google Scholar 

  29. Maccoby M (2000) Understanding the difference between management and leadership. Res Technol Manag 43(1):57–59

    Article  Google Scholar 

  30. Lowder R (2009) The most important attributes of leadership—a personal skills improvement guide. Outskirts Press, Inc., Denver

    Google Scholar 

  31. Gardner H, Laskin E (1995) Leading minds an anatomy of leadership. BasicBooks, New York, NY

    Google Scholar 

  32. Thompson K, Thach E, Morelli M (2010) Implementing ethical leadership: current challenges and solutions. Insights Chang World J 2010(4):107–130

    Google Scholar 

  33. Gabriele E (2011) Ethics leadership in research, healthcare and organizational systems: commentary and critical reflections. J Res Adm 42(1):88–102

    Google Scholar 

  34. Caldwell C, Hayes L, Karri R, Bernal P (2008) Ethical stewardship—implications for leadership and trust. J Bus Ethics 78:153–164

    Article  Google Scholar 

  35. Sankar Y (2003) Character not charisma is the critical measure of leadership excellence. J Leadersh Organ Stud 9(45–55)

    Google Scholar 

  36. Coffey G (2010) A systems approach to leadership how to create sustained high performance in a complex and uncertain environment. Springer, London

    Google Scholar 

  37. Hazy J, Goldstein J, Lichtenstein B (eds) (2007) Complex systems leadership theory: new perspectives from complexity science on social and organizational effectiveness, vol 1. ISCE Publishing, Mansfield, MA

    Google Scholar 

  38. Onyx J, Leonard R (2010) Complex systems leadership in emergent community projects. Community Dev J 46(4):493–510

    Article  Google Scholar 

  39. Dictionary.com (2014) http://dictionary.reference.com/

  40. Johnson N (2009) Simply complexity. Oneworld Publications, London, UK

    Google Scholar 

  41. Skyttner L (2001) General systems theory: ideas and applications, 1st edn. World Scientific Publishing Co., Pte. Ltd., River Edge, NJ

    Book  Google Scholar 

  42. Dooley K (1996) Complex adaptive systems: a nominal definition. www.researchgate.net

  43. Keating C (2014) Governance implications for meeting challenges in the system of systems engineering field

    Google Scholar 

  44. Bass B (1990) Bass and Stogdill’s handbook of leadership—theory, research, and managerial applications, 3rd edn. The Free Press, New York, NY

    Google Scholar 

  45. OPM (2013) 2013 Federal employee viewpoint survey. OPM, Washington, DC. http://www.fedview.opm.gov/2013/Reports

  46. Truman_Library (2014) ‘The Buck Stops Here’ Desk Sign. http://www.trumanlibrary.org/buckstop.htm

  47. Beer S (1994) Brain of the Firm. John Wiley & Sons, New York, NY

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to David Walters .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Walters, D. (2022). Leadership for Complex System Governance. In: Keating, C.B., Katina, P.F., Chesterman Jr., C.W., Pyne, J.C. (eds) Complex System Governance. Topics in Safety, Risk, Reliability and Quality, vol 40. Springer, Cham. https://doi.org/10.1007/978-3-030-93852-9_15

Download citation

  • DOI: https://doi.org/10.1007/978-3-030-93852-9_15

  • Published:

  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-030-93851-2

  • Online ISBN: 978-3-030-93852-9

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics