Complexity Leadership: A Healthcare Imperative
Article first published online: 6 NOV 2012
© 2012 Wiley Periodicals, Inc
Volume 47, Issue 4, pages 268–277, October-December 2012
How to Cite
Weberg, D. (2012), Complexity Leadership: A Healthcare Imperative. Nursing Forum, 47: 268–277. doi: 10.1111/j.1744-6198.2012.00276.x
- Issue published online: 6 NOV 2012
- Article first published online: 6 NOV 2012
The healthcare system is plagued with increasing cost and poor quality outcomes. A major contributing factor for these issues is that outdated leadership practices, such as leader-centricity, linear thinking, and poor readiness for innovation, are being used in healthcare organizations.
Complexity leadership theory provides a new framework with which healthcare leaders may practice leadership. Complexity leadership theory conceptualizes leadership as a continual process that stems from collaboration, complex systems thinking, and innovation mindsets.
Compared to transactional and transformational leadership concepts, complexity leadership practices hold promise to improve cost and quality in health care.