Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation
Edited by Peter Spurgeon, Ronald J. Burke and Cary L. Cooper
Chapter 12: Leadership across complex systems and boundaries
Leadership research has traditionally focused on social influence within specified organisational boundaries, for example, by a leader over a defined group such as a team or an organisation and has also tended to focus on conventional, hierarchical organisations.This chapter examines leadership from a perspective which is gaining greater scholarly and practitioner interest: leadership across complex systems (e.g. Avolio et al., 2009; Gardner et al., 2010; Marion and Uhl-Bien, 2001; Uhl-Bien and Marion, 2009; Benington and Hartley, 2009; Schneider and Somers, 2006).This involves examining leadership where it is exercised across institutional boundaries (for example, across professional, organisational, sectoral, and governmental boundaries) and considering the implications of those contexts for the purposes, or challenges, of effective leadership in such contexts, and the capabilities which indicate effective leadership in such situations. Thus, the three concepts of context, challenge and capability in leadership arenas form the weft of the cloth about leadership across complex systems and boundaries in this chapter.
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