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Team Emergence Leadership Development and Evaluation: A Theoretical Model Using Complexity Theory

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  • John R. Turner

    (Department of Learning Technology, College of Information, University of North Texas, Texas, 76207, USA)

  • Rose Baker

    (Department of Learning Technology, College of Information, University of North Texas, Texas, 76207, USA)

Abstract

This paper presents a leadership development model that is designed to utilise the self-organising, self-managing, and self-regulating functions found in teams and small groups. This theoretical paper presents the Team Emergence Leadership Development and Evaluation Model as a new dynamic leadership development model designed to function in complex and non-predictive environments. Complexity theory, complexity leadership theory, and emergence were utilised to connect this theoretical model to leadership development, team cognition and learning, and knowledge management. This new theoretical model provides a new way of viewing leadership development, by incorporating naturally occurring team processes as a means of replicating the characteristics traditionally viewed as being related to leadership development. Emergent events occur through distributed leadership among various agents and are defined by levels of meaning, providing new knowledge to the agents, and allowing for the collective to move onto the next step towards goal attainment. Connecting leadership development competencies with the environmental factors is critical for successful leadership development programs. The methods and procedures within the evaluation plan and protocols should move beyond a reliance on competency development as confirmation of leadership development. Complexity theory can help to shed light on the formation of these connections while aiding other agents to become potential emerging leaders themselves.

Suggested Citation

  • John R. Turner & Rose Baker, 2017. "Team Emergence Leadership Development and Evaluation: A Theoretical Model Using Complexity Theory," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 16(02), pages 1-17, June.
    • Handle: RePEc:wsi:jikmxx:v:16:y:2017:i:02:n:s0219649217500125
    DOI: 10.1142/S0219649217500125
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    References listed on IDEAS

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    1. G. Suri Babu & T. Mohana Rao & Salma Ahmed & K. S. Gupta, 2008. "Relationship Between Leadership Capability and Knowledge Management: A Measurement Approach," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 7(02), pages 83-92.
    2. Rémy Magnier-Watanabe & Dai Senoo, 2011. "The Role of a Strong Corporate Mission for Knowledge Management," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 10(02), pages 109-122.
    3. Meeta Dasgupta & A. Sahay & R. K. Gupta, 2009. "The Role of Knowledge Management in Innovation," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 8(04), pages 317-330.
    4. ChienHsing Wu, 2016. "The Role of Individual Cognition, Immersion, and Knowledge Essence in Individual Knowledge Development," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 15(03), pages 1-22, September.
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    Cited by:

    1. Rahil Asadi & Larisa Mihoreanu & Vasilica Georgiana Radu, 2020. "Knowledge Management and the Governmental Organizations," Journal of Economic Development, Environment and People, Alliance of Central-Eastern European Universities, vol. 9(3), pages 75-82, September.

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