Traditional, hierarchical views of leadership have been under development and stress, increased complexities of the contemporary systems requires a process orientation. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. We advocate that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges through involved people and ideas. We introduce the concepts of complexity, situation and adaptive leadership. We show how these dynamics can be placed in practice through the introduction of the Rotterdam Central District case study; through which important insights about the nature of leadership and its outcomes in organizational fields are expressed.
Sjoerd LouwaarsSpecialized in collaborative processes for spatial and social innovation. He obtained his Masters degree in strategic urban development at the Delft University of Technology and worked at Twynstra Gudde and the Rotterdam Development Authority. He currently works at the Centre for Innovation The Hague -- part of Leiden University, the mission is to facilitate integration within science, and connects science and society.
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