Complex systems leadership in emergent community projects

Community Development Journal

Volumn 46, Issue 4, 2011, Pages 493-510

  Onyx, Jenny ^a,b   Leonard, Rosemary Jill ^c  

^a Centre for Cosmopolitan Civil Societies   (Australia)

^b UNIVERSITY OF TECHNOLOGY SYDNEY   (Australia)

^c UNIVERSITY OF WESTERN SYDNEY   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

COMMUNITY DEVELOPMENT; LEADERSHIP; LITERATURE REVIEW; SOCIAL CAPITAL; SOCIAL THEORY;

EID: 80053474462     PISSN: 00103802     EISSN: 14682656     Source Type: Journal    
DOI: 10.1093/cdj/bsq041     Document Type: Article

References (30)

1. Ashby, W. R. (2004, original 1962) Principles of the self-organizing system, Emergence: Complexity and Organization, 6 (1-2), 102-126.
2. Avery, G. (2004) Understanding Leadership, Sage Publications, London.
3. Barker, C., Johnson, A. and Lavalette, M. eds. (2001) Leadership and Social Movements, Manchester Unity Press, Manchester.
4. Bass, B. (1990) Bass and Stogdill's Handbook of Leadership: Theory, Research and Managerial Applications, 3rd edn, Free Press, New York.
5. Beugelsdijk, S. and Smulders, S. (2003) Bridging and bonding social capital: which type is good for economic growth?, in W. Arts, J. Hagenaars and L. Halman, eds, Cultural Diversity of European Unity: Findings, Explanations and Reflections from the European Values Study, Brill, Leiden and Boston.
6. Bolman, L. and Deal, T. (2008) Reframing Organizations: Artistry, Choice and Leadership, 4th edn, Jossey-Bass, San Francisco.
7. Burt, R. (1998) The gender of social capital, Rationality and Society, 10 (1), 5-42.
8. Chiles, T., Meyer, A. and Hench, T. (2004) Organizational emergence: the origin and transformation of Branson, Missouri's musical theatres, Organization Science, 15 (5), 499-519.
9. Davies, A. (2007) Organic or orchestrated: the nature of leadership in rural Australia, Rural Society, 17 (2), 139-154.
10. Edwards, M. and Onyx, J. (2007) Social capital and sustainability in a community under threat, The Local Environment, 12 (1), 17-30.
11. Gibb, R. (2001) Leadership political opportunities and organizational identity in French racist movements, in C. Barker, A. Johnson and M. Lavalette, eds, Leadership and Social Movements, Manchester Unity Press, Manchester, pp. 60-76.
12. Gilchrist, A. (2000) The well-connected community: networking to the 'edge of chaos', Community Development Journal, 35 (3), 264-275.
13. Glover, T., Parry, D. and Shinew, K. (2005) Building relationships, accessing resources: mobilizing social capital in community garden contexts, Journal of Leisure Research, 37 (4), 450-474.
14. Hahn, T., Olsson, P., Folke, C., et al. (2006) Trust building, knowledge generation and organizational innovations: the role of a bridging organization for adaptive comanagement of a wetland landscape around Kristianstad, Sweden, Human Ecology, 34, 573-592.
15. Harre, R. (1983) Personal being as a practical unity: agency, in Personal Being, Chapter 7, Basil Blackwell, Oxford.
16. ICD (2006) The Brilliance and Imperfections of a Diamond: Results of the Civil Society Index in Uruguay. Institute for Communication and Development, Montevideo, Uruguay.
17. Johannisson, B. and Olaison, L. (2007) The moment of truth-reconstructing entrepreneurship and social capital in the eye of the storm, Review of Social Economy, 65 (1), 55-78.
18. Jordan, J. and Haydon, S. (2003) Maleny Working Together: Sustainability Profile. Maleny Working Together, QLD. Project funded by the Australian Government's Department of Family and Community Services and Tourism Queensland.
19. Kirkpatrick, S. and Locke, E. (1991) Leadership: do traits matter?, Academy of Management Executive, 5, 48-60.
20. Kuhn, L. (2009) Adventures in Complexity for Organisations Near the Edge of Chaos, Triarchy Press, Devon, UK.
21. Leonard, R. and Onyx, J. (2003) Networking through community organisations: the role of loose and strong ties, Voluntas, 14 (2), 191-205.
22. Lichtenstein, B., Uhl-Bien, M., Marion, R., et al. (2006) Complexity leadership theory: an interactive perspective on leading in complex adaptive systems, Emergence: Complexity and Organization, 8 (4), 2-12.
23. McEvily, B., Perrone, V. and Zaheer, A. (2003) Trust as an organizing principle, Organization Science, 14 (1), 91-103.
24. Nankervis, A., Compton, R. and McCarthy, T. (1993) Strategic Human Resource Management, Thomas Nelson, Victoria.
25. Onyx, J. and Leonard, R. (2010) The conversion of social capital into community development: a field experiment in Australia's outback, International Journal of Urban and Regional Research, 34 (2), 381-397.
26. Plowman, D., Solansky, S., Beck, T., et al. (2007) The role of leadership in emergent, self-organization, The Leadership Quarterly, 18, 341-356.
27. Schuller, T. (2007) Reflections on the use of social capital, Review of Social Economy, 65, 11-28.
28. Surie, G. and Hazy, J. K. (2006) Generative leadership: nurturing innovation in complex systems, in J. K. Hazy, J. A. Goldstein and B. B. Lichtenstein, eds, Complex Systems Leadership Theory: New Perspectives from Complexity Science on Social and Organizational Effectiveness, ISCE Publishing, Mansfield, MA, pp. 349-366.
29. Uhl-Bien, M., Marion, R. and McKelvey, B. (2007) Complexity Leadership Theory: shifting leadership from the industrial age to the knowledge era, The Leadership Quarterly, 18, 298-318.
30. Woolcock, M. and Narayan, D. (2000) Social capital: implications for development theory, research and policy. World Bank Research Observer, 15 (2), 225-250.