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Leadership in Complexity and Change
If we needed a reminder that the world is complex and in constant motion, then 2020 certainly...
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9783110713060
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If we needed a reminder that the world is complex and in constant motion, then 2020 certainly delivered. Suddenly, the inherent uncertainties and ambiguities of leadership were starkly revealed for all to see as the dynamics of complexity and change played out intensively, and very publicly, on the global stage.
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. We must learn to engage with complexity. If not now, when?
Part I of this insightful book brings complexity science to life by considering the practical challenges of complexity and its implications for leadership. Part II considers how leaders can reinvigorate existing tools and approaches with a new mindset, before offering some new tools and practices for learning informed leadership. Part III concludes by considering the person in the practice of leadership in complexity and change. Key ideas are presented through mini-cases and practical examples embedded throughout the book.
This book will help executives, managers, and professionals
- recognise where some of the challenges come from
- understand why those challenges persist
- engage with the dynamic patterning of organisational life
- appreciate the scope for leadership
- recognise the choices that can be made
- choose how to manage themselves
Author: Sharon Varney
Publisher: de Gruyter
Published: 10/11/2021
Pages: 258
Binding Type: Paperback
Weight: 0.92lbs
Size: 9.61h x 6.69w x 0.55d
ISBN: 9783110713060
About the Author
Dr Sharon Varney - a scholar-practitioner who effectively bridges academia and practice. She is Director of The Henley Forum, an applied research centre at Henley Business School, and she teaches on Masters' programmes at Henley and beyond. For more than 10 years, Sharon has successfully run her own consultancy, where she specialises in developing organisations and people.
Sharon developed her deep expertise of leadership in large, complex organisations whilst working at the sharp end. She was head of international learning and development at a US bank and then global head of learning in the offshore oil and gas sector. In the early 2000s, she was bitten by the complexity bug, which has shaped her career ever since.
Her award-winning doctoral research, which has a very practical edge, explored the complex dynamics of organisational change and the role of change leaders within it. Sharon now works across a wide variety of academic and business settings, where she applies complexity science insights across her leadership and organisational development (OD) work.
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