Leadership in complex organizations

By Russ Marion, Mary Uhl‐Bien. 2001

767 citations recorded by the source corpus.

Subfields: Computational Theory and Mathematics, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/42ae8d90248c9723280f7f365f8be2c2237917a9

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In Computational Theory and Mathematics

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

A multilevel approach to building and leading learning organizations (2009, background): “…we suggest that social systems in complex organizational contexts are inherently unstable and unpredictable, and the causal effects of leadership on organizational outcomes are rarely directly observable or entirely deterministic (Hannah, Eggers, & Jennings, 2008; Marion & Uhl-Bien, 2001).”
Strategies of family farms to strengthen their resilience (2010, background): “Thus, in understanding farming as being subjected to the dynamics of complex systems, managing a farm is thus not about controlling or predicting the future, but about creating the conditions that enable productive, but largely unspecified future states (see Marion and Uhl-Bien, 2001).”
A framework for examining leadership in extreme contexts (2009, background): “When complexity occurs, seemingly small events can interact to generate unpredictable outcomes (Cilliers, 1998; Marion & Uhl-Bien, 2001; Snowden & Boone, 2007; Uhl-Bien & Marion, 2009).”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “The present study shows how fine-grained interaction analysis can help address this gap and addresses recent calls to capture leadership as a dynamic, context-embedded social process (e.g., Fairhurst, 2009; Marion & Uhl-Bien, 2001; Osborn, Hunt, & Jauch, 2002).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “…Balkundi & Harrison, 2006), shared leadership (e.g. Carson, Tesluk, & Marrone, 2007; Pearce & Conger, 2003), complexity leadership theory (e.g. Marion & Uhl-Bien, 2001), pooling leadership Creative Leadership † 445 (e.g. Denis et al., 2012), and collective leadership (e.g. Friedrich et al.,…”
Model of complexity leadership development (2013, background): “When ensembles interact, they are able to engage in behaviours and activities that can lead to reaching common understandings from which self-generative behaviours arise, based around problem-solving and creativity (Marion and Uhl-Bien 2001).”
Leadership theory and practice: Fostering an effective symbiosis (2003, background): “The recent leadership literature has also included a growing number of conceptual models describing systems and macrolevel leadership (e.g., Hunt & Ropo, 1998a, 1998b; Marion & Uhl-Bien, 2001; Regine & Lewin, 2000).”
“Living on Barbed Wire”: Resilient Women Administrators in Educational Leadership Programs (2008, background): “…found ourselves agreeing with a number of other researchers (e.g., Frye, 1980; Herber, 2002; Martin, 2000; McCall, 1999) that constructing feminine identities in the academy is problematic and that leadership in complex organizations may be calling for complex leadership (Marion & Uhl-Bien, 2001).”
Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006, background): “, distributed (Gronn, 2002), distributive (Brown and Gioia, 2002), shared (Pearce and Conger, 2003), post-heroic (Fletcher, 2004), and complexity (Marion and Uhl-Bien, 2001), we know surprisingly little about how relationships form and develop in the workplace.”