Increasingly complex organizational design as an explicit and implicit driver for leadership development

• More organizations need to adapt to increasingly complex contexts and this often calls for more collective forms of leadership. The purpose of this study was to explore and analyze the relationship between increasingly complex organizational design and collective leadership development and individual leader development. The study used a comparative case study design and data were collected with multiple qualitative methods in two technology-, knowledge-, and project-intensive organizations. The results demonstrate that increasingly complex organizational design fosters (1) collective leadership development, (2) new opportunities for leader development, and (3) operational improvements. The study contributes to organizational design and leadership development studies and their intersection. The results illustrate the value for both researchers and practitioners in viewing collective leadership development and leader development from an organizational design perspective. Finally, the results may support practitioners in enabling leadership development in connection with the implementation of new organizational design.

Subject headings

SAMHÄLLSVETENSKAP  -- Ekonomi och näringsliv -- Företagsekonomi (hsv//swe)

SOCIAL SCIENCES  -- Economics and Business -- Business Administration (hsv//eng)

Keyword

Organizational design

complexity

leadership development

leader development

collective leadership development

Publication and Content Type

ref (subject category)

art (subject category)