My ongoing research on leading organizations of the future means to fuse the lenses of metagovernance, complexity leadership, and sense-making. Metagovernance aims to manage successful combinations of different modes of governance (i.e., hierarchy, market, and network forms of organizing). Pace variations on the themes of the adaptive, agile, ambidextrous, learning, or resilient organization there can be no doubt that a world in constant motion beckons leadership in complexity and change that metagovernance is best placed to promote with organizational design decisions. Therein lies the true function of leadership, if it is to serve at all. Traditional (20th century) styles of leadership made heavy use of autocratic leadership, which springs from hierarchy; charisma, which has to do with individuals, charmed many. But, styles of leadership are only ever partly relevant to a given situation and narrowing leadership to particular styles is never going to address the real-world complexity that 21st century organizations face. Sense-making that is instructed by knowledge of circumstances (i.e., simple, complicated, complex, or chaotic) and brings metagovernance and modes (not styles) of complexity leadership together can be incredibly helpful. There is no alternative in a VUCA world and so there are no disadvantages to agility.

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Article Leading in the Digital Age

Article Information and Communication Technology in Organizations: P...

Many thanks Olivier for your detailed and competent presentations and documents. With your dissertation project, you have a difficult task to pierce. I wish you good stamina and good conversation partners.

I totally agree with what you said about leadership. But I'm trying to understand the adaptive leadership species better. I have known the term "adaptive systems" since the last millennium.

It is also about complex systems that have to be understood and regulated. Today we have the most diverse trends, in many areas exponential growth, global growth, sustainability needs and severe crises. All in all, what matters here is the way management and employees view people. Customer focus, employee focus, etc. How do you see these influencing factors? BR. Hartmut

Dear Hartmut Kainer . See the following useful RG links: Article The Effect of Adaptive Organizational Culture on Long-Term Survival

Article Exploring adaptability in organizations: Where adaptive adva...

https://futureofworking.com/11-advantages-and-disadvantages-of-adaptive-leadership-styles/

Thanks Are & BR. Hartmut

Kindly see also the following useful RG links: Article Organizational Adaptation

Article Adaptability in the workplace: Investigating the adaptive pe...

Article Adaptive Organizations

Also check please the following useful RG links: Article Adaptive Clinical Trials: Advantages and Disadvantages of Va...

Article Organizations as Adaptive Systems in Complex Environments: T...

http://www.cmr-journal.org/article/download/12186/pdf_13

https://www.emerald.com/insight/content/doi/10.1108/K-11-2020-0759/full/html

You are most welcome Hartmut Kainer . Wish you the best always

Thanks for your service Aref. All the best! Hartmut

I agree with most of what Olivier Serrat writes but disagree about leadership styles, as emotional intelligence base leadership style which are based on core granular behaviours and extremely important and valid in our experience.

Answering you question literally, I don't think the form of organisation is as important as the awareness, behaviours and values embedded in the people in the organisation, especially the leaders. Drucker said "culture eats strategy for breakfast" - may he should also have said it eats "organisation for for lunch" :-)

Yes, as Olivier writes, hierarchical and positional leadership is from the last century and we need to distribute and delegate leadership throughout our organisations to the appropriate level of competence thus maximising engagement which is the best source of improved productivity. Also life is too complex today to concentrate the decision-making in one or a few people who are often far away from the front line.

please have look to the following link (in English):

Method "Wie führt man eine adaptive Organisation?" Alter Wein in ne...

What do you think about my keynote-text?

Hartmut Kainer, my earlier comments and, especially, the file at Article Information and Communication Technology in Organizations: P...

PS: Administrative leadership accepts there might be a need for certain styles of leadership, notably (but not exclusively) those fueled by emotional intelligence, that contributors to this discussion have drawn attention to.

Reference

Francis, D. (2020). Exploiting agility for advantage: A step-by-step process for acquiring organizational agility. Berlin, Germany: De Gruyter.

ChatGTP gave me that answer:

"An adaptive organization typically requires a different style of leadership than traditional organizations. There are various leadership approaches that may be suitable for an adaptive organization, such as Servant Leadership, Humble Leadership, or Transformational Leadership.

Servant Leadership involves the leader focusing on the needs and desires of the employees. The leader ensures that employees have the resources and support they need to do their work. This approach promotes an environment of collaboration, trust, and openness, which can be beneficial for an adaptive organization.

Humble Leadership (or Y-Leadership) is based on the ideas of Lao Tzu and Taoism. Humble Leadership emphasizes the importance of letting go and listening to establish a connection between the leader and employees. The leader ensures that employees are empowered to make decisions and organize their work themselves. This approach also promotes a culture of innovation and experimentation.

Transformational Leadership involves the leader having a vision for the organization and inspiring employees to share and pursue that vision. The leader encourages employees to look beyond their own goals and needs and engage with the organization's objectives. This approach fosters a strong organizational culture and can be beneficial for an adaptive organization as it enables employees to quickly adapt to changes and pursue a shared vision.

However, it is important to note that there is no "right" leadership style that is suitable for every adaptive organization. Each leadership approach has its own strengths and weaknesses and must be tailored to the specific needs and challenges of the organization."

What do you think about this answer/reply?

Adaptive and Agile organisations are mostly promoted by consultants who think in linear terms (rational intelligence only), rather than in terms of complexity and holistic, quantum thinking. The most important features of a successful so called "Adaptive" organisation are that everyone uses appropriate behaviours (emotional intelligence) and bring their values to full consciousness (spiritual intelligence) . This allows the right culture to development. The right culture enables devolved leadership to speed up decision-making by the people who best positioned to make those decisions.