A complexity leadership theory framework for engineering management

Abstract

Complexity Leadership Theory (CLT) views organizations as complex systems and proposes important implications for leadership theory. However, current research on CLT has focused mainly on its theoretical development, providing limited practical application examples for complex industries, such as that found in manufacturing engineering. To address this research gap, a complexity leadership framework was developed in collaboration with practitioners through an action research program in an engineering organization headquartered in the United Kingdom that specializes in aerospace and defence. The proposed framework builds on previous research that identified three leadership modes (i.e., Administrative, Enabling, and Adaptive) for complex engineering environments. Specifically, data were collected from 852 leaders, with action research involving 37 participants from the UK, USA, Canada, Australia, and Ireland. The proposed complexity leadership framework, titled “the 5-point framework”, reflects the fundamentals of leading within the organization’s complex engineering environment. The framework was validated through practitioner review and five independent elite interviews with leaders from diverse organizations. The study’s results contribute to current literature by expanding the previously proposed three leadership modes to five modes (i.e., Direction, Strategic Administrative, Enabling, Tactical Administrative and Adaptive). The findings contribute to the current discourse by providing engineering leaders with a refined framework that addresses the multifaceted leadership requirements critical for navigating complex environments.