Leadership in Action Learning
Adopting Complexity
Parole chiave:
complexity, nonprofitsAbstract
Action Learning was developed in response to complex social environments to involve those most affected by change. It is especially well suited for the dynamic environment of the nonprofit sector which, based primarily in a relationship orientation more than a task orientation, is often dynamic and unpredictable. Shared leadership in Action Learning means operating in complex adaptive systems.
Complexity Leaderships Theory is a model of leading in organizations requiring adaptiveness, especially on an ongoing basis. It guides organizations that adopt complexity in their operating systems.
The two case studies of organizations presented in this article demonstrate the characteristics of Action Learning and how leadership was practiced during dramatic changes, using Complexity Leadership Theory as the basis. Many of the characteristics of Complexity Leadership Theory are applicable in Action Leaning settings, as demonstrated in this study.
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