Complexity leadership theory : an exploratory study in the South African context

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dc.contributor.advisorHuman, Gerten_ZA
dc.contributor.advisorMaree, Lelanien_ZA
dc.contributor.authorSwart, Mareten_ZA
dc.contributor.otherStellenbosch University. Faculty of Economic and Management Sciences. Dept of Business Management.en_ZA
dc.date.accessioned2023-11-29T09:39:17Z
dc.date.accessioned2024-01-08T21:40:44Z
dc.date.available2023-11-29T09:39:17Z
dc.date.available2024-01-08T21:40:44Z
dc.date.issued2023-12
dc.descriptionThesis (MCom)--Stellenbosch University, 2023.en_ZA
dc.description.abstractENGLISH SUMMARY: In the contemporary landscape of organisational dynamics, the understanding of leadership within complex adaptive systems (CAS) has become paramount. This qualitative study investigates the intricate interplay between CAS, complexity leadership theory (CLT), and conditional influences as suggested by the the Cynefin framework. The literature review synthesises the foundational concepts of complexity theory, highlighting its non-linear, interconnected, and emergent nature. CLT is examined, emphasizing the need for adaptive and context-sensitive leadership approaches within dynamic environments. Additionally, the Cynefin framework, known for categorising knowledge and contexts into the simple, complicated, complex, and chaotic subdomains, is explored for its applicability in guiding decision-making and leadership action and approach. Employing a qualitative research design, this study utilised semi-structured interviews as the primary data collection method. Participants from diverse organisations, were approached and interviewed regarding the organisational context and the leadership approaches they are exposed to. The qualitative approach allowed for an in-depth exploration of nuances and complexities inherent in the leadership approaches of respondents or their experience of such approaches, as well as the role of the context and uncertainty of their environments. The findings of this study shed light on current organisational context faced by leaders. The integration of CLT and the Cynefin framework provides a comprehensive lens to understand the multifaceted nature of leadership within CAS. The research underscores the importance of context-aware leadership approaches that acknowledge the fluidity of systems and the necessity of flexible responses. Consistent with the changing landscape of organisational dynamics, this research indicated that in the organisational investigated it was found that the context is considered to be complicated or complex in nature. As expected, trace elements of CAS and CLT were identified, along with the recognition from leaders and employees of the importance and ever presence of complexity. In conclusion, this research contributed to the discourse of leadership by unveiling the intricate dynamics of leadership within CAS. The insights garnered from the interviews and analysed through the lens of complexity, CLT, and the Cynefin framework offer practical implications for leaders navigating uncertainty in today’s rapidly evolving organisational landscape.en_ZA
dc.description.versionMasters
dc.format.extentxxix, 446 pages : illustrations, includes annexures
dc.identifier.urihttps://scholar.sun.ac.za/handle/10019.1/129080
dc.language.isoen_ZAen_ZA
dc.publisherStellenbosch : Stellenbosch University
dc.rights.holderStellenbosch University
dc.subject.lcshOrganisations complexesen_ZA
dc.subject.lcshChaotic behavior in systemsen_ZA
dc.subject.lcshLeadershipen_ZA
dc.subject.lcshOrganizational behavioren_ZA
dc.subject.nameUCTD
dc.titleComplexity leadership theory : an exploratory study in the South African contexten_ZA
dc.typeThesisen_ZA
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