 Safety Leadership in Complex Environments: achieving theory - method consistency through a Critical Realist approachNatalia Jubault Krasnopevtseva ()
Post-Print from HAL Abstract: Abstract: Research on leadership has evolved from static leader-centric toward more processual and context-based models. Complex environments reinforce the need of this evolution and result in the emergence of a new conceptualization: the complexity leadership that considers leadership as a dynamic, contingent and interactive process. Studying complexity leadership requires new methods allowing to better understand the role of leaders in handling non-linear, dynamic and interactive phenomena. Traditional epistemological paradigms failed to capture the underlying mechanisms of complex dynamics. Critical Realism offers an interesting epistemological framework to achieve theory-method consistency for understanding leadership as a process in complex environments. Based on a specific example of complexity leadership – safety leadership, this paper proposes an integrated multi-level conceptual framework that allows to reconceptualize the role of leadership as a process in complex environments. Keywords: complexity leadership; critical realism; leadership as process; safety leadership (search for similar items in EconPapers) Published in 4th Paper Development Workshop in Organization and Management Studies for PhD Students and Early Career Scholars in Central Eastern and South Eastern Europe (CESEE), Oct 2018, Korcula, Croatia There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-01946650 Access Statistics for this paper More papers in Post-Print from HAL |
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