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Is Complexity Leadership Theory Complex Enough? A critical appraisal, some modifications and suggestions for further research

机译：复杂性领导理论是否足够复杂？批判性评估，一些修改和建议，供进一步研究

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摘要

Scholars are increasingly seeking to develop theories that explain the underlying processes whereby leadership is enacted. This shifts attention away from the actions of 'heroic' individuals and towards the social contexts in which people with greater or lesser power influence each other. A number of researchers have embraced complexity theory, with its emphasis on non-linearity and unpredictability. However, some complexity scholars still depict the theory and practice of leadership in relatively non-complex terms. They continue to assume that leaders can exercise rational, extensive and purposeful influence on other actors to a greater extent than is possible. In effect, they offer a theory of complex organizations led by non-complex leaders who establish themselves by relatively non-complex means. This testifies to the enduring power of 'heroic' images of leader agency. Without greater care, the terminology offered by complexity leadership theory could become little more than a new mask for old theories that legitimize imbalanced power relationships in the workplace. This paper explores how these problems are evident in complexity leadership theory, suggests that communication and process perspectives help to overcome them, and outlines an agenda for further research on these issues.
机译：学者们越来越寻求发展能够解释领导力制定过程的理论。这将注意力从“英雄”个体的举动转移到了社会背景，在这种背景下，权力或多或少的人会相互影响。许多研究人员已经接受了复杂性理论，其重点是非线性和不可预测性。但是，一些复杂性学者仍然以相对非复杂的术语描述领导力的理论和实践。他们继续认为，领导人可以对其他行为者施加更大范围的理性，广泛和有目的的影响。实际上，它们提供了由非复杂领导者领导的复杂组织的理论，这些领导者通过相对非复杂的方式来建立自己。这证明了领导机构“英雄”形象的持久力量。如果没有更多的关注，复杂性领导理论所提供的术语将仅能成为使工作场所中不平衡的权力关系合法化的旧理论的新面具。本文探讨了复杂性领导理论中这些问题的明显表现，提出了沟通和过程观点有助于克服这些问题，并概述了进一步研究这些问题的议程。

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