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Implications of complexity leadership on organisational adaptability in dramatic social change contexts
Mini Dissertation (MPhil)--University of Pretoria, 2020.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2021
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| _version_ | 1867613549706084352 |
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| access_status_str | Open Access |
| author2 | Scheepers, Caren |
| author_browse | Scheepers, Caren |
| author_facet | Scheepers, Caren |
| collection | Thesis |
| dc_rights_str_mv | © 2021 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Mini Dissertation (MPhil)--University of Pretoria, 2020. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/80419 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:37:55.093Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2021 |
| publishDateRange | 2021 |
| publishDateSort | 2021 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/80419 Implications of complexity leadership on organisational adaptability in dramatic social change contexts Scheepers, Caren ichelp@gibs.co.za Chingwena, Tongesai UCTD Mini Dissertation (MPhil)--University of Pretoria, 2020. Organisations are deeply entrenched in complex contextual discontinuities where they have to deal with both internal and external stimuli by implementing practices and behaviours that direct them towards adaptation. A web of the forces that encapsulate the operating environment includes dynamic economic uncertainty, deepening regulative frameworks, evershifting employee empowerment-based labor practices, and entrenched geopolitical disruptions compounded by debilitating ecological disturbances. As such, given such tension saturated complex contexts, organisations need to create the capabilities to adapt to converge with the emerging discontinuous contexts continuously. On the one hand, many firms struggle to establish this capability, leaving a trail of the multiple obsolescent organisations. On the other side, a few have been able to thrive and see opportunities where others are not looking. The emerging contexts can be dramatic and complex; in many ways, sustaining confounding complex societal shifts. The context places massive implications on the type of leadership practices that firms have to recruit to deal with the pursuant complexity required to capacitate firms to adapt. More knowledge is thus needed to understand how leaders can play a role in influencing their firms to build the organisational adaptability capability. The study leans on the potent Complexity Science and is inspired by the Complexity Leadership Theory whose complexity practices could help leaders deal with environmental complexity. In an empirical formulation, the research delineates the first order Complexity Leadership Theory into Second- Order Constructs. It demonstrates that leaders can recruit the necessary complexity leadership principles and practices when moderated by Dramatic Social Change complexities to bring about their firms' needful convergence with obtaining complex contexts. This environmental convergence typifies Organisational Adaptability on a panoramic level of the organisation; internally, at the market and institutional levels, depending on the leader motives. The study formulates recommendations for the boundary conditions under which each or a combination of the complexity leadership practices will bring about the appropriate level of adaptability, whether the contextual complexity is a consequence of persistent trends that are infrequent and large, or the complexities are frequent yet offer fleeting opportunities. pt2021 Gordon Institute of Business Science (GIBS) MPhil Unrestricted 2021-06-22T12:29:00Z 2021-06-22T12:29:00Z 2021/04/14 2020 Mini Dissertation Chingwena, T 2020, Implications of complexity leadership on organisational adaptability in dramatic social change contexts, MPhil Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/80419> http://hdl.handle.net/2263/80419 en © 2021 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| title | Implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| title_full | Implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| title_fullStr | Implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| title_full_unstemmed | Implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| title_short | Implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| title_sort | implications of complexity leadership on organisational adaptability in dramatic social change contexts |
| topic | UCTD |
| url | http://hdl.handle.net/2263/80419 |