Complexity Leadership and Knowledge Management in Higher Education
Complex environments triggered by globalization
have necessitated new paradigms of leadership – Complexity
Leadership that encompass multiple roles that leaders need to take
upon. Success of Higher Education institutions depends on how well
leaders can provide adaptive, administrative and enabling leadership.
Complexity Leadership seems all the more relevant for institutions
that are knowledge-driven and thrive on Knowledge creation,
Knowledge storage and retrieval, Knowledge Sharing and
Knowledge applications. Discussed in this paper are the elements of
Globalization and the opportunities and challenges that are brought
forth by globalization. The Complexity leadership paradigm in a
knowledge-based economy and the need for such a paradigm shift for
higher education institutions is presented. Further, the paper also
discusses the support the leader requires in a knowledge-driven
economy through knowledge management initiatives.
[1] Adler, P., Heckscher, C., Prusak, L., 2011. “Building a Collaborative
Enterprise”, Harvard Business Review, 1-9.
[2] Adler, P., Kwon, S., 2002. “Social Capital: Prospects for a new
concept”, Academy of Management Review, 27(1); 17-40.
[3] B. Goodwin, How the leopard changed its spots: The evolution of
complexity, Charles Scribner’s Sons, New York (1994).
[4] B. Lichtenstein, M. Uhl-Bien, R. Marion, A. Seers, D. Orton, and C.
Schreiber, Complexity Leadership Theory: An interactive perspective on
leading in complex adaptive systems, Emergence: Complexity and
Organization8(4) (2006), pp. 2–12.
[5] Badr, (2012). UAE Qualifications Framework, Presentation by the
Director, CAA, p. 2.
[6] Badr, (2012). UAE Qualifications Framework, Presentation by the
Director, CAA, p. 10.
[7] C. E. Shalley and L. L. Gibson, What leaders need to know: A review of
social and contextual factors that can foster or hinder creativity, The
Leadership Quarterly, 15(1) (2004), pp. 33–53. [8] D. M. Hosking, Organizing, leadership and skillful process, Journal of
Management Studies 25 (1) (1988), pp. 147–166.
[9] D. Roy, Efficiency and ‘the fix’: Informal inter-group relations in a
piecework machine shop, American Journal of Sociology 60(1) (1954),
pp. 255–266.
[10] G. C. Homans, The human group, Harcourt, Brace and World, New
York (1950).
[11] G. Hedlund, A model of knowledge management and the N-form
Corporation, Strategic Management Journal 15 (1994), pp. 73–90.
[12] http://www.nqa.gov.ae/En/QFEmirates/QualificationsFramework/Pages/
GridLevels.aspx
[13] K. Carley and J.S. Lee, Dynamic organizations: Organizational
adaptation in a changing environment, Advances in Strategic
Management: A Research Annual 15(1998), pp. 269–297.
[14] K. Mackenzie, The LAMPE theory of organizational leadership. In: F.
Yammarino and F. Dansereau, Editors, Research in multi-level issues
vol. 5, Elsevier Science, Oxford, UK (2006).
[15] M. D. Cohen, J. G. March, and J. P. Olsen, A garbage can model of
organizational choice, Administrative Science Quarterly 17(1972), pp.
1–25.
[16] Manville, B. and Ober, J. (2003). Beyond empowerment: Building a
company of citizens, Harvard Business Review, pp. 48-53.
[17] P. Cilliers, Complexity and postmodernism: Understanding complex
systems, Routledge, London (1998).
[18] R. A. Heifetz, Leadership without easy answers, Cambridge Harvard
University Press (1994).
[19] R. Marion and M. Uhl-Bien, Complexity and strategic leadership. R.
Hooijberg, J. Hunt, J. Antonakis, K. Boal, and N. Lane, Editors, Being
there even when you are not: Leading through structures, systems, and
processes, Elsevier, Amsterdam (2007).
[20] R. Osborn, J. G. Hunt, and L. R. Jauch, “Toward a contextual theory of
leadership”, The Leadership Quarterly13 (2002), pp. 797–837.
[21] von Krogh, G., Nonaka, I., Rechsteiner, L., 2012. “Leadership in
organizational knowledge creation: A review and framework”, Journal
of Management Studies, 49(1); 240-277.
[1] Adler, P., Heckscher, C., Prusak, L., 2011. “Building a Collaborative
Enterprise”, Harvard Business Review, 1-9.
[2] Adler, P., Kwon, S., 2002. “Social Capital: Prospects for a new
concept”, Academy of Management Review, 27(1); 17-40.
[3] B. Goodwin, How the leopard changed its spots: The evolution of
complexity, Charles Scribner’s Sons, New York (1994).
[4] B. Lichtenstein, M. Uhl-Bien, R. Marion, A. Seers, D. Orton, and C.
Schreiber, Complexity Leadership Theory: An interactive perspective on
leading in complex adaptive systems, Emergence: Complexity and
Organization8(4) (2006), pp. 2–12.
[5] Badr, (2012). UAE Qualifications Framework, Presentation by the
Director, CAA, p. 2.
[6] Badr, (2012). UAE Qualifications Framework, Presentation by the
Director, CAA, p. 10.
[7] C. E. Shalley and L. L. Gibson, What leaders need to know: A review of
social and contextual factors that can foster or hinder creativity, The
Leadership Quarterly, 15(1) (2004), pp. 33–53. [8] D. M. Hosking, Organizing, leadership and skillful process, Journal of
Management Studies 25 (1) (1988), pp. 147–166.
[9] D. Roy, Efficiency and ‘the fix’: Informal inter-group relations in a
piecework machine shop, American Journal of Sociology 60(1) (1954),
pp. 255–266.
[10] G. C. Homans, The human group, Harcourt, Brace and World, New
York (1950).
[11] G. Hedlund, A model of knowledge management and the N-form
Corporation, Strategic Management Journal 15 (1994), pp. 73–90.
[12] http://www.nqa.gov.ae/En/QFEmirates/QualificationsFramework/Pages/
GridLevels.aspx
[13] K. Carley and J.S. Lee, Dynamic organizations: Organizational
adaptation in a changing environment, Advances in Strategic
Management: A Research Annual 15(1998), pp. 269–297.
[14] K. Mackenzie, The LAMPE theory of organizational leadership. In: F.
Yammarino and F. Dansereau, Editors, Research in multi-level issues
vol. 5, Elsevier Science, Oxford, UK (2006).
[15] M. D. Cohen, J. G. March, and J. P. Olsen, A garbage can model of
organizational choice, Administrative Science Quarterly 17(1972), pp.
1–25.
[16] Manville, B. and Ober, J. (2003). Beyond empowerment: Building a
company of citizens, Harvard Business Review, pp. 48-53.
[17] P. Cilliers, Complexity and postmodernism: Understanding complex
systems, Routledge, London (1998).
[18] R. A. Heifetz, Leadership without easy answers, Cambridge Harvard
University Press (1994).
[19] R. Marion and M. Uhl-Bien, Complexity and strategic leadership. R.
Hooijberg, J. Hunt, J. Antonakis, K. Boal, and N. Lane, Editors, Being
there even when you are not: Leading through structures, systems, and
processes, Elsevier, Amsterdam (2007).
[20] R. Osborn, J. G. Hunt, and L. R. Jauch, “Toward a contextual theory of
leadership”, The Leadership Quarterly13 (2002), pp. 797–837.
[21] von Krogh, G., Nonaka, I., Rechsteiner, L., 2012. “Leadership in
organizational knowledge creation: A review and framework”, Journal
of Management Studies, 49(1); 240-277.
@article{"International Journal of Business, Human and Social Sciences:71068", author = "Prabhakar Venugopal Gantasala", title = "Complexity Leadership and Knowledge Management in Higher Education", abstract = "Complex environments triggered by globalization
have necessitated new paradigms of leadership – Complexity
Leadership that encompass multiple roles that leaders need to take
upon. Success of Higher Education institutions depends on how well
leaders can provide adaptive, administrative and enabling leadership.
Complexity Leadership seems all the more relevant for institutions
that are knowledge-driven and thrive on Knowledge creation,
Knowledge storage and retrieval, Knowledge Sharing and
Knowledge applications. Discussed in this paper are the elements of
Globalization and the opportunities and challenges that are brought
forth by globalization. The Complexity leadership paradigm in a
knowledge-based economy and the need for such a paradigm shift for
higher education institutions is presented. Further, the paper also
discusses the support the leader requires in a knowledge-driven
economy through knowledge management initiatives.", keywords = "Globalization, Complexity Leadership, Knowledge
Management.", volume = "9", number = "2", pages = "707-8", }
