A working leadership model for rapid response in organizations facing complex, dynamical, discontinuous change
Presentation focus on development of a model for international IT leadership that was adaptive, with the ability to change rapidly in a dynamical environment.
Abstract: Today’s business world has become complex to the extent that being “flexible” is no longer sufficient. Organizations must be agile and able to move resources quickly to content specific situations. While many organizations have become proficient as to internal and external environmental sensing, the ability of leadership to adapt in the presence of rapid, large-scale dynamical and discontinuous change is lacking or too slow to be effective. Organizational leadership – especially global leadership -- needs to develop a different approach to structure and quick response systems that is a paradigmatic shift from previous leadership models. Nearly all the challenges confronting leadership with respect to adaptive, quick response systems are amplified in a global context. In addition, the rapid proliferation of technology has blurred the definitions of “global”, as small virtual organizations can also have a global presence, and their need for a new leadership model may be even more imperative. This paper describes a working leadership model based on an understanding of rapid, complex, dynamical, and discontinuous change. The model derives its infrastructure from a variety of theories and models, including catastrophe theory, chaos theory as well as leadership studies of agile organizations. The model is a working model and this paper describes both the theoretical development as well as its application to leadership in real- world organizations.
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