Leadership Development from a Complexity Perspective
نویسنده
چکیده
Intentional change theory (ICT) explains sustainable leadership development in terms of the essential components of behavior, thoughts, feelings, and perceptions related to leadership effectiveness as a complex system (Boyatzis, 2001, 2006a, 2006b). This article reviews previous studies and expands the interpretation using complexity theory concepts focused on leadership development. Sustained, desired change represents a metamorphosis in actions, habits, or competencies associated with leadership effectiveness. It may be in dreams or aspirations. It may be in the way someone acts in certain situations. A person may refine her sensitivity to others (Boyatzis, in press), become more optimistic (Seligman & Csikszentmihalyi, 2000), or learn how to articulate a shared vision for those in her organization (Bennis & Nanus, 1985). These changes are desired in that the person thinks, feels, or acts in a specified manner. They are sustainable in that they endure. A sustained, desired change may also include the wish to maintain a current state, relationship, or habit, but maintaining the current state appears to require an investment of energy. In either situation, it requires intentional effort.
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