TY - JOUR
T1 - The architecture of managerial leadership
T2 - Stimulation and channeling of organizational emergence
AU - Hunt, James G.(Jerry)
AU - Osborn, Richard N.
AU - Boal, Kimberly B.
PY - 2009/8
Y1 - 2009/8
N2 - This conceptual manuscript emphasizes the indirect influence of senior managers who occupy positions between the strategic apex of the organization and its middle management. It combines a traditional organization behavior/theory perspective with that of a complex adaptive theory approach to examine why and how leaders should and can stimulate "emergence" and channel "emergence." In technical terms, we emphasize the level VI managerial leadership (ala Elliott Jaques) level just below the level VII strategic apex. We argue that these managerial leaders should use the complexity theory "order for free" notions to traverse the narrow path between order and disorder to simultaneously improve the fitness of the organization and benefit its members. We emphasize alterations in the character of the system, its processes, its procedures and its informal structure to help the organization stimulate bottom up order for free activities and also combine these initiatives into viable adaptations. Thus, it emphasizes the architecture established by these leaders. A number of propositions are also provided.
AB - This conceptual manuscript emphasizes the indirect influence of senior managers who occupy positions between the strategic apex of the organization and its middle management. It combines a traditional organization behavior/theory perspective with that of a complex adaptive theory approach to examine why and how leaders should and can stimulate "emergence" and channel "emergence." In technical terms, we emphasize the level VI managerial leadership (ala Elliott Jaques) level just below the level VII strategic apex. We argue that these managerial leaders should use the complexity theory "order for free" notions to traverse the narrow path between order and disorder to simultaneously improve the fitness of the organization and benefit its members. We emphasize alterations in the character of the system, its processes, its procedures and its informal structure to help the organization stimulate bottom up order for free activities and also combine these initiatives into viable adaptations. Thus, it emphasizes the architecture established by these leaders. A number of propositions are also provided.
KW - Complex adaptive theory (CAS)
KW - Edge of chaos
KW - Emergence
KW - Jaques' organization theory approach
KW - Network development
KW - Order for free: Patterning of attention
KW - Tags
UR - http://www.scopus.com/inward/record.url?scp=67649306189&partnerID=8YFLogxK
U2 - 10.1016/j.leaqua.2009.04.010
DO - 10.1016/j.leaqua.2009.04.010
M3 - Article
AN - SCOPUS:67649306189
SN - 1048-9843
VL - 20
SP - 503
EP - 516
JO - Leadership Quarterly
JF - Leadership Quarterly
IS - 4
ER -