Most leadership books focus on the leadership of individual organisations, leadership of complexity, and of change. They assume that we are independent from one another (we re not) and we can stand outside the flow of events, the pattern of behaviours (we can t).
As the Covid-19 pandemic has dramatically shown, we re in complexity and change, and, whether we like it or not, we re in it together. This book considers leadership in organisational systems, leadership in complexity, leadership in change. It is a small, but incredibly important distinction.
'Leadership in Complexity and Change' draws on complexity science to paint a picture of a world in constant motion, where leadership is enacted in-the-midst of complexity and continuous change. Part One brings complexity science to life by considering the practical challenges of complexity and its implications for leadership. Part Two then considers how leaders can reinvigorate existing tools and approaches with a new mindset, before offering some new tools and techniques for leadership in complexity and change. Part Three concludes by considering the practice and practices of leadership in complexity and change. The key ideas in this book are brought to life through mini-cases and practical examples, which are embedded throughout the book.
When I was studying for my Masters and first came across complexity science, this book was the kind of book I desperately wanted to read. I wanted to understand the implications of complexity science for organisation science and for leadership practice. I wanted to find something that broke through the unfamiliar terminology, imported from multiple disciplines, to make complexity science accessible and applicable. The problem was that the translation of complexity science to organisation science was in its infancy. The rigorous academic work required to translate insights from the physical world to the social world was embryonic. So, while complexity science provided a rich source of inspiration for writers in leadership and organisations, the application was often loose and ungrounded.
My journey has taken me from a practical problem (how to lead change in a complex organisation), to in-depth research in real organisational contexts, and widespread application of those insights to address practical problems of leadership and change. For over 15 years, I have used practice and theory to inform one another.
I have now written the book that I wanted to read. It presents complexity straightforwardly without dumbing it down. It is designed to help leaders, managers, and professionals to apply complexity thinking and tools to inform and evolve their leadership and change practice.