This paper draws on recent research which was grounded in theory-building with civil society practitioners in two Aotearoa NZ leadership learning contexts (Malcolm, 2014) to draw out their tacit wisdom about leading amidst complexity. The research challenges dominant, implicit assumptions about leadership, for example as strong, heroic, decisive, visionary heroes and heroines. An alternative understanding of leadership is explored, drawing on complexity thinking constructs, to see leadership as a whole, multi-layered, dynamic learning system. What may look to the outsider as messy, disorganised or contradictory leadership responses, are instead understood as polarities within a complex adaptive system that is always in movement.


Creator | Kaihanga
Margy-Jean Malcolm
Year of Creation | Tau
Publisher | Kaiwhakaputa
ANZTSR 2014 conference
Creative Commons Licence
Attribution-NonCommercial-NoDerivatives CC BY-NC-ND
Keywords | Kupu
leadership, collaborative inquiry, complexity thinking, community development, action research, ANZTSR 2014, ANZTSR, ANZTSR2014
Main Language | Reo Matua
Submitter's Rights | Nga Tika o te Kaituku
I am the author / creator of this resource
This Research has
not been formally reviewed for publication by academics at a university
Bibliographic Citation | Whakapuakanga

Malcolm, M.J., (2014). Resilient Leadership Amidst Complexity. Paper presented as part of workshop at Australia New Zealand Third Sector Research (ANZTSR) Conference, Christchurch, 18 – 20th November 2014.

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