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Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research

Schneider, Marguerite, Somers, Mark·2006·The Leadership Quarterly

DOI 10.1016/j.leaqua.2006.04.006

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“More contemporary thinking, however, suggests that workplace systems can be adaptive and allow for interaction among organizational components that may start at the ground level (Schneider & Somers, 2006).”
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“Schneider and Somers (2006) imply that all CAS are successful, but Sweetman and Conboy (2019, p. 4) distinguish between successful and unsuccessful CAS by explaining that successful CAS are poised systems at the edge of chaos, in a ‘space of possibilities’ where they can achieve their objectives.”
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Authors: Schneider, M., & Somers, M.
Affiliations: New Jersey Institute of Technology (US)
Corresponding author: Schneider, Marguerite
ORCID: Somers, Mark
Venue: The Leadership Quarterly
Publisher: Elsevier BV
Published: 2006-08
Volume: 17
Issue: 4
Pages: 351-365
ISSN: 1048-9843 (ISSN-L)
DOI: 10.1016/j.leaqua.2006.04.006
OpenAlex: W2156313615
Cited by: 599
References: 123
Citations by year: 2026: 26 · 2025: 29 · 2024: 39 · 2023: 30 · 2022: 31 · 2021: 40 · 2020: 50 · 2019: 50 · 2018: 41 · 2017: 30 · 2016: 38 · 2015: 39 · 2014: 39 · 2013: 27 · 2012: 23
FWCI: 10.15
Type: journal article
Language: en
Open access: closed
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
www.elsevier.com/legal/tdmrep-license (tdm)
Locations: The Leadership Quarterly (publishedVersion)
Topics: Social Sciences › Education › Chaos, Complexity, and Education
Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Social Sciences › Decision Sciences › Management Science and Operations Research › Complex Systems and Decision Making
Keywords: complex adaptive systems, complexity theory, leadership, general systems theory, organizational identity, social movements, leadership process, dynamic system simulation, artificial neural networks, nonlinear models, organizational change

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Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research

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