Complex systems leadership in emergent community projects

Onyx, J; Leonard, RJ

Complex systems leadership in emergent community projects

Onyx, J

Leonard, RJ

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Publication Type:: Journal Article
Citation:: Community Development Journal, 2011, 46 (4), pp. 493 - 510
Issue Date:: 2011-10-01

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Field	Value	Language
dc.contributor.author	Onyx, J https://orcid.org/0000-0001-7166-833X	en_US
dc.contributor.author	Leonard, RJ	en_US
dc.date.issued	2011-10-01	en_US
dc.identifier.citation	Community Development Journal, 2011, 46 (4), pp. 493 - 510	en_US
dc.identifier.issn	0010-3802	en_US
dc.identifier.uri	http://hdl.handle.net/10453/18960
dc.description.abstract	The literature on community development rarely addresses the issue of emergent leadership. Community development is a non-linear process which may arise from the initiatives of people within the community, utilizing their social capital with relatively few economic or human capital resources. Yet to answer the question of how the community is mobilized for development, the issue of leadership must be addressed. An individual or a group must mobilize the community for this purpose. As Barker et al. (in Leadership and Social Movements, Manchester Unity Press, Manchester, 2001) argue, leadership is an essential element of change. In this paper, we explore the issue of emergent leadership in five community case studies. The theoretical lens of complexity theory is used to analyse the ways in which leadership emerges. Seven themes emerged, some of which were consistent with complexity theory. © Oxford University Press and Community Development Journal. 2010 All rights reserved.	en_US
dc.relation.ispartof	Community Development Journal	en_US
dc.relation.isbasedon	10.1093/cdj/bsq041	en_US
dc.subject.classification	Urban & Regional Planning	en_US
dc.title	Complex systems leadership in emergent community projects	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	46	en_US
utslib.for	160805 Social Change	en_US
utslib.for	1604 Human Geography	en_US
utslib.for	1605 Policy and Administration	en_US
utslib.for	1608 Sociology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	46	en_US

Abstract:

The literature on community development rarely addresses the issue of emergent leadership. Community development is a non-linear process which may arise from the initiatives of people within the community, utilizing their social capital with relatively few economic or human capital resources. Yet to answer the question of how the community is mobilized for development, the issue of leadership must be addressed. An individual or a group must mobilize the community for this purpose. As Barker et al. (in Leadership and Social Movements, Manchester Unity Press, Manchester, 2001) argue, leadership is an essential element of change. In this paper, we explore the issue of emergent leadership in five community case studies. The theoretical lens of complexity theory is used to analyse the ways in which leadership emerges. Seven themes emerged, some of which were consistent with complexity theory. © Oxford University Press and Community Development Journal. 2010 All rights reserved.

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http://hdl.handle.net/10453/18960