طراحی الگوی بومی رهبری پیچیدگی در سازمان‌های دولتی ایران
محورهای موضوعی : مدیریت دولتی
شیروان کیوانی
1
,
ماهرخ لطف الهی حقی
2
*
,
مجتبی حیدری
3
,
رضا رستم زاده
4
1 - دانشجو/ دانشگاه آزاد اسلامی واحد ارومیه
2 - مدیرت دولتی، دانشگاه آزاد اسلامی،ارومیه،ایران
3 - عضو هیات علمی
4 - گروه مدیریت، واحد ارومیه، دانشگاه آزاد اسلامی، ارومیه، ایران.
کلید واژه: رهبری پیچیدگی, سازمان‌های دولتی, الگوی بومی, فراترکیب, تحلیل محتوای کیفی, روش دلفی,
چکیده مقاله :
پژوهش حاضر با هدف طراحی الگوی بومی رهبری پیچیدگی در سازمان‌های دولتی ایران انجام شده است. با توجه به چالش‌های پیچیده و پویای محیطی که سازمان‌های دولتی با آن مواجه‌اند، ضرورت تدوین الگویی متناسب با بستر فرهنگی و ساختاری این سازمان‌ها بیش از پیش احساس می‌شود. این پژوهش از نظر هدف، ترکیبی از رویکردهای بنیادی و کاربردی است؛ در بُعد بنیادی به شناسایی مؤلفه‌ها و طراحی مدل مفهومی رهبری پیچیدگی پرداخته و در بُعد کاربردی، به بررسی وضعیت موجود در سازمان‌های دولتی کشور تمرکز دارد. روش‌شناسی تحقیق بر پایه فراترکیب کیفی با استفاده از الگوی هفت‌مرحله‌ای سندلوسکی و باروسو (2007) و تحلیل محتوای سیستماتیک انجام شد. در طی این مراحل، از بین 383 مطالعه اولیه، تعداد 29 پژوهش کیفی منتخب بررسی شد و در نهایت 160 کد نهایی در قالب 29 مفهوم و 5 مقوله اصلی استخراج گردید. مقوله‌های شناسایی‌شده شامل «ویژگی‌ها و صلاحیت‌های رهبر»، «عوامل محیطی و سازمانی»، «رویکردهای تحلیلی و استراتژیک»، «کنش‌ها و پویش‌های سازمانی» و «بستر و فرهنگ سازمانی بومی» می‌باشند. سپس برای اعتبارسنجی و اجماع نظری میان خبرگان، از روش دلفی در چهار دور متوالی استفاده شد و میزان توافق با استفاده از ضریب هماهنگی کندال محاسبه گردید. نتایج شاخص کاپا (753/0) نشان‌دهنده پایایی مطلوب کدهای استخراجی بود. یافته‌ها نشان می‌دهند که رهبری پیچیدگی در سازمان‌های دولتی ایران نیازمند الگویی چندبعدی، زمینه‌مند و پویا است که همزمان به عوامل ساختاری، فرهنگی، شناختی و محیطی توجه کند. این پژوهش با ارائه مدلی بومی، ضمن غنی‌سازی ادبیات نظری، می‌تواند به بهبود توانمندی رهبران سازمانی در مواجهه با پیچیدگی‌های فزاینده و تصمیم‌گیری در شرایط عدم قطعیت کمک نماید.
The present study aims to design a localized model of complexity leadership in Iranian public sector organizations. Given the dynamic and multifaceted challenges these organizations face, the need for a context-specific model tailored to their cultural and structural characteristics has become increasingly critical. From a methodological standpoint, this research combines both fundamental and applied approaches: the fundamental dimension focuses on identifying key components and developing a conceptual model of complexity leadership, while the applied dimension examines the current state within Iranian public organizations. The research methodology is based on a qualitative meta-synthesis using Sandelowski and Barroso’s (2007) seven-step framework and systematic content analysis. Out of an initial pool of 383 studies, 29 qualitative studies were selected for in-depth analysis, resulting in the extraction of 160 final codes, grouped into 29 concepts and 5 main categories. These categories include: (1) leadership traits and competencies, (2) environmental and organizational factors, (3) analytical and strategic approaches, (4) organizational actions and dynamics, and (5) indigenous organizational culture and context. To validate the findings and achieve expert consensus, a four-round Delphi method was employed, with Kendall's coefficient of concordance used to measure agreement levels. The Kappa coefficient of 0.753 indicated a high level of reliability for the extracted codes. The findings suggest that effective complexity leadership in Iranian public organizations requires a multidimensional, contextual, and adaptive model that simultaneously addresses structural, cultural, cognitive, and environmental variables. By offering a localized model, this study contributes to the enrichment of the theoretical literature and provides practical insights to enhance the capacity of organizational leaders in navigating complexity and making decisions under uncertainty.
Acai, A., Gonzalez, A., & Saperson, K. (2022). An iterative approach to promoting departmental wellbeing during COVID-19. Journal of Evaluation in Clinical Practice, 28, 57–62. https://doi.org/[crossref link if available]
Acton, K. S. (2025). The complexity of adaptive leadership amid turbulence: Insights from superintendents as district leaders. Leadership and Policy in Schools, 1–18. https://doi.org/10.1080/15700763.2025.2462738
Alvani, S. M., & Danayi Fard, H. (2023). Theory of order in disorder and management. Tehran: Safar.
Asgari, E. (2023). Organizational complexity as an effective factor in poor organizational performance. Proceedings of the Fifteenth International Conference on New Research in Management, Economics, Accounting, and Banking. https://civilica.com/doc/1877182
Aslam, N., & Sahibzada, U. F. (2024). Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: Mixed method approach. Leadership & Organization Development Journal, 45(2), 304-328. https://doi.org/10.1108/LODJ-05-2023-0205
Bäcklander, G. (2019). Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership. Creativity and Innovation Management, 28(1), 42-60.
Bailey, A., Reeves, M., Whitaker, K., & Hutchinson, R. (2019). The company of the future. Boston Consulting Group.
Bailey, K., & Breslin, D. (2021). The COVID‐19 pandemic: What can we learn from past research in organizations and management? International Journal of Management Reviews, 23(1), 3-6.
Bakker, A. B., Hetland, J., Olsen, O. K., & Espevik, R. (2022). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal, 36(6), 746-756. https://doi.org/10.1016/j.emj.2018.01.002
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
Clark, A. (2013). The many faces of precision (Replies to commentaries on “Whatever next? Neural prediction, situated agents, and the future of cognitive science”). Frontiers in Psychology, 4, 270.
Coleman, R. A., & Donoher, W. J. (2022). Looking beyond the dyad: How transformational leadership affects leader–member exchange quality and outcomes. Journal of Leadership Studies, 15(4), 6-17. https://doi.org/10.1002/jls.21792
Danaher, M. (2021). From the cottage to the cage – Exploring the efficacy of complexity leadership theory in addressing 21st century workplace toxicity. Preprints, 2 March 2021. https://doi.org/10.20944/preprints202103.0052.v1
Deloitte. (2020). 2020 global human capital trends. Retrieved from https://www2.deloitte.com/us/en/pages/human-capital/articles/human-capital-trendssurvey.html
Falahat, M., Soto-Acosta, P., & Ramayah, T. (2022). Analysing the importance of international knowledge, orientation, networking and commitment as entrepreneurial culture and market orientation in gaining competitive advantage and international performance. International Marketing Review, 39(3), 463-481. https://doi.org/10.1108/imr-02-2021-0053
Guchait, P., Peyton, T., Madera, J. M., Gip, H., & Molina-Collado, A. (2023). 21st century leadership research in hospitality management: A state-of-the-art systematic literature review. International Journal of Contemporary Hospitality Management, 35(12), 4259-4296. https://doi.org/10.1108/IJCHM-05-2022-0620
Hazy, J. (2008). Leadership or luck? The system dynamics of Intel's shift to microprocessors in the 1970s and 1980s. In M. Uhl-Bien & R. Marion (Eds.), Complexity leadership (pp. 53–66). International Association of Publishers.
Hazy, J. K., & Prottas, D. J. (2018). Complexity leadership: Construct validation of an instrument to assess generative and administrative leadership modes. Journal of Managerial Issues, 30(3), 325-340.
Holzer, M., & Schwester, R. W. (2019). Public administration: An introduction (2nd ed.). Routledge.
Hoseinpour, D., Asl Beigi, F., Seyed Naqavi, M., & Koushki Jahromi, A. (2024). Organizational leadership branding model with an employee experience management approach. Studies in Management Improvement and Transformation, 33(112), 1-34. https://doi.org/10.22054/jmsd.2024.74028.4328
Huertas-Valdivia, I., Gonzalez-Torres, T., & Najera-Sanchez, J.-J. (2022). Contemporary leadership in hospitality: A review and research agenda. International Journal of Contemporary Hospitality Management, 34(6), 2399-2422. https://doi.org/10.1108/ijchm-05-2021-0658
Jafari, M. (2018). Chaos theory and its application in sociology. Fifth National Conference on New Research in Educational and Psychological Sciences of Iran (with a participatory culture approach), Tehran. https://civilica.com/doc/883756
Keivani, S., Mirinejad, E., & Dorostkar Asl, M. (2023). Modern leadership theories in organizations (concepts, theories, and models). Tehran: Miad Andisheh.
Khoddadi, A., Tavakoli, M., & Anabestani, A. A. (2022). Analysis of factors affecting ecological and social complexity management in natural resource conservation in villages: Case study of villages in Lorestan Province. Geography and Environmental Hazards, 11(1), 279-303. https://doi.org/10.22067/geoeh.2022.72675.1112
Khosravi Pour, B., & Savari, A. (2019). Application of leadership complexity theory, chaos theory, and self-organization in organizational development. Geography and Human Relations, 1(4), 112-123.
Kjellström, S., Sarre, S., & Masterson, D. (2024). The complexity of leadership in coproduction practices: A guiding framework based on a systematic literature review. BMC Health Services Research, 24, 219. https://doi.org/10.1186/s12913-024-10549-4
Kolga, M. (2023). Engaging "care" behaviors in support of employee and organizational wellbeing through complexity leadership theory. Merits, 3, 405-414. https://doi.org/10.3390/merits3020023
Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence, 8(4), 2–12. https://doi.org/10.17357/A31249J
Llopis, G. (2020). Leadership will change forever after the coronavirus pandemic. Forbes. Retrieved January 20, 2023, from https://www.forbes.com/sites/glennllopis/2020/04/06/leadership-will-change-forever-after-the-coronavirus-pandemic
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications.
Özen, H., & Yavuz, P. (2024). A theoretical analysis for resilience: Developing a complex adaptive leadership model in schools. Anadolu Eğitim Liderliği Ve Öğretim Dergisi, 12(1), 49-72.
Palermo, C. (2020). Leadership and practice in times of complexity and uncertainty. Nutrition & Dietetics, 77, 487-489. https://doi.org/10.1111/1747-0080.12646
Plowman, D. A., Solansky, S., Beck, T. E., Baker, L., Kulkarni, D., & Travis, D. V. (2007). The role of leadership in emergent, self-organization. The Leadership Quarterly, 18(4), 341–356. https://doi.org/10.1016/j.leaqua.2007.04.004
Purwanto, A. (2025). Dynamics of principals' complexity leadership towards teachers' digital transformation in high schools. Pakistan Journal of Life and Social Sciences, 23(1), 3117–3128. https://doi.org/10.57239/PJLSS-2025-23.1.00247
Raisio, H., & Kuorikoski, T. (2024). Navigating complexity in warfare: A reading of Extreme Ownership and The Dichotomy of Leadership through complexity leadership theory. Defence Studies, 24(4), 525–542. https://doi.org/10.1080/14702436.2024.2366387
Ratan, B. M., Antoniewicz, L., Kilpatrick, C. C., & Greely, J. T. (2024). Utilizing complexity leadership theory to promote faculty mentorship and resident leadership. Journal of Surgical Education, 81(7), 938–946. https://doi.org/10.1016/j.jsurg.2024.04.001
Reeves, M., Carlsson-Szlezak, P., Whitaker, K., & Abraham, M. (2020). Sensing and shaping the post-COVID era. The BCG Henderson Institute.
Rony, Z. T., Lestari, T. S., Ismaniah, Yasin, M., & Lubis, F. M. (2023). The complexity of leadership competence in universities in the 21st century. Cogent Social Sciences, 9(2), 2276986. https://doi.org/10.1080/23311886.2023.2276986
Sandelowski M, Barroso J, Voils CI. (2007). Using qualitative metasummary to synthesize qualitative and quantitative descriptive findings. Res Nurs Health. 30(1):99-111. doi: 10.1002/nur.20176.
Sahraei, E., Poursadegh, N., Hamidi, N., & Mohtashami, A. (2020). Designing a model of organizational complexity stimuli in Iran's public sector with a focus on redefining organizational complexity. Iranian Futures Studies, 5(1), 241-269. https://doi.org/10.30479/jfs.2020.12641.1167
Scharp, K. M., & Sanders, M. L. (2019). What is a theme? Teaching thematic analysis in qualitative communication research methods. Communication Teacher, 33(2), 117-121.
Schlappa, H., Imani, Y., & Nishino, T. (2021). Relational leadership: An analytical lens for the exploration of co-production. In E. Loeffler & T. Bovaird (Eds.), The Palgrave handbook of co-production of public services and outcomes (pp. 471–490). Springer.
Sharp, A. (2023). Understanding future human cybernetic integration: A framework to map enhancement technologies. Computers in Human Behavior: Artificial Humans, 1(2), 100029. https://doi.org/10.1016/j.chbah.2023.100029
Surie, G., & Hazy, J. K. (2006). Generative leadership: Nurturing innovation in complex systems. Emergence, 8(4), 13–27. https://doi.org/10.17357/E8.4.13-27
Turner, J. R., & Baker, R. M. (2019). Complexity theory: An overview with potential applications for the social sciences. Systems, 7(1), Article 4. https://doi.org/10.3390/systems7010004
Uhl-Bien, M. (2021). Complexity and COVID-19: Leadership and followership in a complex world. Journal of Management Studies, 58(5), 1401-1403. https://doi.org/10.1111/joms.12696
Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89–104. https://doi.org/10.1016/j.leaqua.2017.12.009
Uhl-Bien, M., & Marion, R. (2009). Complexity leadership in bureaucratic forms of organizing: A meso model. The Leadership Quarterly, 20, 631-650. https://doi.org/10.1016/j.leaqua.2009.04.007
Uhl-Bien, M., & Marion, R. (2018). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318. https://doi.org/10.1016/j.leaqua.2007.04.002
Vafaei, Z., Fiyazi, M., & Shah Hosseini, M. A. (2020). Understanding the quality of the interaction of complexity leadership constructs and social organization from a complex science perspective. Public Management Research, 13(47), 307-334. https://doi.org/10.22111/jmr.2020.31955.4819
Wang, Y. (2023). Our changing planet in a changing world. All Earth, 35(1), 1–2. https://doi.org/10.1080/24502610.2023.1111997
Williams, N. J., Hugh, M. L., Cooney, D. J., Worley, J. A., & Locke, J. (2022). Testing a theory of implementation leadership and climate across autism evidence-based interventions of varying complexity. Behavior Therapy, 53(5), 900–912. https://doi.org/10.1016/j.beth.2022.03.001