The conception that leadership is the activity of individual actors is challenged by a more dynamic approach that regards leadership as processes that influence organizations. This influence is a catalyst in the creation of new knowledge especially in environments where innovation is a key characteristic. The purpose of this paper is to suggest a model grounded in the complex adaptive systems (CAS) within transdisciplinary (TD) settings and to highlight the dynamic mechanisms that allow for emergent new knowledge informed by complexity leadership theory (CLT). The theoretical model provided presumes i) a context of TD; ii) leadership as an agentic process; iii) entanglement as a fundamental leadership function in CAS; iv) multi-level interventions; and v) a proposed knowledge feedback loop that serves as a driver for continual renewal to the adaptive system.
Article first published in the ‘International Journal of Transdisciplinary Research’, V. 5, n. 1 (2010), as open access article, distributed under the terms of the Creative Commons Attribution License