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Direct linkHazy, James K.; Silberstang, Joyce – International Journal of Learning and Change, 2009
One tradition within the complexity paradigm considers organisations as complex adaptive systems in which autonomous individuals interact, often in complex ways with difficult to predict, non-linear outcomes. Building upon this tradition, and more specifically following the complex systems leadership theory approach, we describe the ways in which…
Descriptors: Organizational Change, Leadership, Interaction, Research Methodology
