Complex adaptive leading‐ship and open‐processional change processes

This paper aims to determine what leader‐leading competencies enable management of turbulent, uncertain change and what principles from a complex adaptive systems perspective constitute it.

The paper is a qualitative research case study.

It is found that there are three leading‐ship competencies: administrative, adaptive and enabling.

The paper illustrates that complex adaptive organizations oblige leaders to view differently organizational networks and their role within such networks.