تحلیل عوامل مؤثر بر توسعه رهبری پیچیدگی در پژوهش‌های علمی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 گروه مدیریت، واحد ارومیه، دانشگاه آزاد اسلامی، ارومیه، ایران.

2 گروه مدیریت، واحد ارومیه، دانشگاه آزاد اسلامی، ارومیه، ایران

10.22111/jmr.2025.49901.6254

چکیده

پژوهش حاضر به بررسی تحلیلی از عوامل مؤثر بر توسعه رهبری پیچیدگی در پژوهش‌های علمی می‌پردازد. با استفاده از روش‌های تحلیل کتابسنجی، شامل تجزیه‌وتحلیل اثرات و نقشه‌برداری علمی، این مطالعه به ارزیابی تأثیر استنادی آثار علمی و نمایش ساختار مفهومی، اجتماعی و فکری پژوهش‌ها در این حوزه می‌پردازد. داده‌های مورد استفاده از پایگاه اسکوپوس استخراج شده و شامل 309 مقاله منتشر شده بین سال‌های 1986 تا 2024 است. تحلیل‌ها با استفاده از نرم‌افزار VOSViewer انجام شده و شامل بررسی روند انتشار مقالات، تأثیرات مقالات، نویسندگان و مجلات برتر، و تحلیل شبکه هم‌تألیفی کشورها و کلمات کلیدی است. نتایج نشان می‌دهد که پژوهش در حوزه رهبری پیچیدگی رشد چشمگیری داشته است. ایالات متحده و بریتانیا به عنوان کشورهای پیشرو در تولید دانش این حوزه شناخته شده‌اند. محققانی چون اول بین، اندرسون و بست به عنوان نویسندگان تأثیرگذار معرفی شده‌اند. مجلاتی مانند فصلنامه رهبری و مجله علوم سازمان نقش مهمی در انتشار مقالات این حوزه داشته‌اند. این مطالعه با ارائه تصویری کلی از وضعیت پژوهش‌های انجام شده در زمینه رهبری پیچیدگی، به محققان امکان می‌دهد موضوعات جدید، مقالات مؤثر، مجلات پیشرو، نویسندگان اثرگذار و مؤسسات و کشورهای فعال را شناسایی کنند. پیشنهاد می‌شود در تحقیقات آتی، علاوه بر تحلیل ساختار علمی، محتوای تحقیقات نیز به طور دقیق‌تری مورد بررسی قرار گیرد.

کلیدواژه‌ها


عنوان مقاله [English]

Analysis of the Factors Influencing the Development of Complexity Leadership in Scientific Research

نویسندگان [English]

  • Shirvan Keivani 1
  • Mahrokh Lotfollahi haggi 1
  • Mojtaba Heidari 1
  • Reza Rostamzadeh 2
1 Department of Management, Ur.c., Islamic Azad University, Urmia, Iran.
2 Department of Management, Ur.c., Islamic Azad University, Urmia, Iran.
چکیده [English]

Abstract
This article conducts a comprehensive bibliometric analysis of research on complexity leadership development, aiming to map the intellectual and social structure of this field. By reviewing 309 articles published between 1986 and 2024, the study examines key authors, citation trends, collaborative networks, and thematic areas within complexity leadership. The data, sourced from Scopus, was analyzed using VOSViewer software to identify clusters of research and influential contributions. Eight major research clusters were identified, including complexity leadership in adaptive systems, strategies for managing uncertainty, organizational transformation, ethical leadership, and crisis leadership, particularly during COVID-19. The study highlights the rapid growth of complexity leadership research and provides a framework for understanding how this field has evolved. The research contributes by offering a foundation for future studies, suggesting the integration of complexity leadership theories with practical models for fostering innovation and resilience in organizations.
Introduction
In today’s volatile and rapidly changing environments, organizations face unprecedented levels of complexity and uncertainty. Complexity leadership theory (CLT) has emerged as a critical framework for understanding how leaders can enable adaptive and innovative responses within complex adaptive systems. Unlike traditional leadership approaches, which assume predictable outcomes from clear cause-and-effect relationships, CLT acknowledges the nonlinear dynamics of modern organizations. As challenges such as technological disruptions, economic volatility, and global crises like COVID-19 have intensified, leaders are required to be more adaptive, collaborative, and innovative. CLT draws from systems theory and chaos theory to emphasize flexibility, self-organization, and the capacity to harness complexity rather than control it (Uhl-Bien & Marion, 2009). This study undertakes a bibliometric analysis of research in complexity leadership to explore its intellectual structure, leading contributors, and emerging research trends.
Methodology
Bibliometric analysis provides a structured method for assessing the evolution of research fields by examining publication trends, citation impact, and scholarly collaborations. In this study, data from 309 articles published between 1986 and 2024 were sourced from the Scopus database using keywords such as "complexity leadership," "adaptive leadership," and "leadership in complex systems." VOSViewer software was employed to conduct the analysis, focusing on co-authorship networks, co-citation patterns, and keyword co-occurrence. This approach enabled the identification of influential authors, key research themes, and the collaboration dynamics shaping the field. Metrics such as the H-index and citation counts were used to evaluate the impact of specific publications and authors.
Discussion and Results
The bibliometric analysis identified eight primary clusters of research within complexity leadership:

Complexity Leadership in Adaptive Systems: This cluster focuses on how leadership facilitates adaptability and innovation within complex organizational environments. Studies highlight how leaders influence structures and processes to enhance organizational flexibility.
Leadership Strategies for Uncertainty: Research in this cluster examines leadership methods for navigating uncertainty, with strategies like distributed leadership, collective decision-making, and resilience-building in the face of crises such as the COVID-19 pandemic.
Organizational Transformation: This cluster addresses how leaders manage large-scale organizational changes, including digital transformation and business restructuring, through the lens of complexity leadership.
Ethical Leadership and Social Responsibility: Emphasizing the role of ethics, this cluster explores how leaders incorporate social responsibility and long-term sustainability into their decision-making processes within complex systems.
Crisis Leadership (COVID-19): The pandemic has highlighted the need for adaptive leadership in times of crisis. Studies in this cluster focus on leadership responses to global disruptions, with an emphasis on rapid decision-making and organizational resilience.
Innovation in Leadership Practices: This cluster explores how leaders foster a culture of innovation and creativity in complex environments, focusing on enabling risk-taking and experimentation.
Theoretical Foundations of Complexity Leadership: This cluster is dedicated to advancing the theoretical understanding of complexity leadership, drawing from systems theory, chaos theory, and self-organization to develop models that explain leadership in complex adaptive systems.

The citation analysis revealed Uhl-Bien, Marion, and Anderson as key contributors to the field, whose works have shaped much of the research in complexity leadership. Journals like Leadership Quarterly and Journal of Organizational Sciences are leading publications that have published significant studies in this domain. The co-authorship network analysis showed strong collaborations, especially between scholars from the U.S. and the U.K., which are the leading countries in this field.
Conclusion
This study provides a comprehensive overview of the development of complexity leadership research, highlighting its rapid growth and the diverse range of topics that have emerged. The eight research clusters identified in this analysis reflect the broad applicability of complexity leadership across various organizational challenges, from managing uncertainty and fostering innovation to responding to crises and upholding ethical responsibilities.
Future research should continue to explore how complexity leadership theories can be applied in practice, particularly in navigating global challenges like climate change, digital transformation, and social justice. Additionally, greater cross-disciplinary and international collaboration will be essential for advancing the field and providing actionable insights for leaders operating in increasingly complex environments.

کلیدواژه‌ها [English]

  • Complexity leadership
  • Scientific Research
  • science mapping
  • co-occurrence network
  • co-authorship network
منابع فارسی
الوانی، سیدمهدی؛ دانایی فرد، حسن. (1402). نظریه نظم در بی‌نظمی و مدیریت. تهران: صفار.
بناگر، علیرضا؛ پایدار، فرانک. (1397). نقش رهبری مبتنی بر پیچیدگی از دیدگاه پست مدرن. مجموعه مقالات اولین همایش ملی کارآفرینی، چالوس.
جعفری، مرتضی. (1397)، تئوری آشوب و کاربرد آن در جامعه شناسی، پنجمین همایش ملی پژوهش‌های نوین در حوزه علوم تربیتی و روانشناسی ایران (با رویکرد فرهنگ مشارکتی)، تهران.
خدادادی، علی؛ توکلی، مرتضی؛ عنابستانی، علی اکبر. (1401). تحلیل عوامل مؤثر بر مدیریت پیچیدگی‌های اکولوژیکی و اجتماعی در حفظ منابع طبیعی روستاها (موردمطالعه: روستاهای استان لرستان). جغرافیا و مخاطرات محیطی، 11(1)، 279-303.
صحرائی، ابراهیم؛ پورصادق، ناصر؛ حمیدی، ناصر؛ محتشمی، علی. (1399). طراحی مدل محرک‌های پیچیدگی سازمانی در بخش دولتی ایران با نگاه بر بازتعریف پیچیدگی سازمانی. آینده پژوهی ایران، 5(1)، 241-269.
کیوانی، شیروان؛ میری‌نژاد، الهه؛ درستکاراصل، مهدی. (1402). تئوری‌های نوین رهبری در سازمان (مفاهیم، نظریه‌ها و مدل‌ها). تهران: میعاد اندیشه.
عسگری، احسان. (1402). پیچیدگی سازمانی به عنوان یک عامل مؤثر در عملکرد نامطلوب سازمان. مجموعه مقالات پانزدهمین کنفرانس بین المللی پژوهش‌های نوین در مدیریت، اقتصاد، حسابداری و بانکداری.
مالکی، مجتبی؛ شاهسون، صدرا؛ هوشمند، عرفان. (1397). پرکاربردترین ابزارها و شیوه‌های مدیریت/ کاهش پیچیدگی سازمانی. ماهنامه علمی - آموزشی تخصصی مدیریت تدبیر، 29(311)، 15-17.
ملاباقر، مریم؛ حسن‌زاده، علیرضا؛ سپهری، محمدمهدی؛ حبیب‌الهی، عباس؛ سرآبادانی، ابوالقاسم. (1403). تحلیل کتاب‌سنجی جریان‌های علمی پژوهش‌های مرتبط با توسعه نظام مراقبت سلامت در پایگاه استنادی پابمد. طب و تزکیه، 33(1)، 49-64.
میرباقری، سیدمحسن؛ رفیعی آتانی، عطاءاله؛ پارسانژاد، محمدرضا. (1403). بررسی روند تولیدات علمی در روش تصمیم‌گیری جمعی در پایگاه وب‌آوساینس. مجلس و راهبرد، 31(118)، 295-331. doi: 10.22034/mr.2023.5520.5251.
وفایی، زهرا؛ فیاضی، مرجان؛ شاه حسینی، محمد علی. (1399). فهم کیفیت تعامل سازه‌های رهبری پیچیدگی و سازمان اجتماعی از دیدگاهی مبتنی بر علوم پیچیده. پژوهش‌های مدیریت عمومی، 13(47)، 307-334.
 
References
Acai, A., Gonzalez, A., & Saperson, K. (2022). An Iterative Approach to Promoting Departmental Wellbeing during COVID-19. Journal of Evaluation in Clinical Practice, 28(1), 57–62.
Alvani, S. M., & Danaeefard, H. (2023). The Theory of Order in Chaos and Management. Tehran: Safar. (In Persian)
Arena, M., & Uhl-Bien, M. (2016). Complexity Leadership Theory : Shifting from Human Capital to Social Capital. People and Strategy, 39(2), 22–27.
Arena, M., Cross, R., Sims, J., & Uhl-Bien, M. (2017). How to Catalyze Innovation in Your Organization. MIT Sloan Management Review, 58(4), 39–47.
Asgari, E. (2023). Organizational Complexity as an Effective Factor in Poor Organizational Performance. Proceedings of the 15th International Conference on New Research in Management, Economics, Accounting, and Banking. https://civilica.com/doc/1877182 (In Persian)
Aslam, N., & Sahibzada, U. F. (2024). Catalyzing transformational leadership in Chinese hospitality industry – complexity theory perspective: mix method approach. Leadership & Organization Development Journal, 45(2), 304-328. https://doi.org/10.1108/LODJ-05-2023-0205
Bäcklander, G. (2019). Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership. Creativity and Innovation Management, 28(1), 42-60.
Bailey, K., & Breslin, D. (2021). The COVID‐19 Pandemic: What can we learn from past research in organizations and management?. International Journal of Management Reviews, 23(1), 3-6.
Baltacı, A., & Balcı, A. (2017). Complexity Leadership: A Theoretical Perspective. International Journal of Educational Leadership and Management, 5(1), 30-59. https://doi.org/10.17583/ijelm.2017.2435
Banagar, A., & Paydar, F. (2018). The Role of Complexity-Based Leadership from a Postmodern Perspective. Proceedings of the First National Conference on Entrepreneurship, Chalous. https://civilica.com/doc/805599 (In Persian)
Bornmann, L., & Daniel, H. (2007). What do we know about the h index? Journal of the American Society for Information Science and Technology, 58(9), 1381–1385.
Clark, A. (2013). The many faces of precision (Replies to commentaries on “Whatever next? Neural prediction, situated agents, and the future of cognitive science”). Frontiers in Psychology, 4, 270.
Coleman, R.A. and Donoher, W.J. (2022), Looking Beyond the Dyad: How Transformational Leadership Affects Leader–Member Exchange Quality and Outcomes. J Leadersh Stud, 15: 6-17. https://doi.org/10.1002/jls.21792
Cross, R., & Cummings, J. N. (2004). Tie and Network Correlates of Individual Performance in Knowledge Intensive Work. Academy of Management Journal, 47(6), 928–937. https://doi.org/10.2307/2015963
 Danaher, M. (2021). From the cottage to the cage – Exploring the efficacy of complexity leadership theory in addressing 21st century workplace toxicity. Preprints, 2 March 2021. https://doi.org/10.20944/preprints202103.0052.v1
Falahat, M., Soto-Acosta, P., & Ramayah, T. (2021). Analysing the importance of international knowledge, orientation, networking and commitment as entrepreneurial culture and market orientation in gaining competitive advantage and international performance. International Marketing Review, 39(3), 463-481. https://doi.org/10.1108/imr-02-2021-0053
Fazeli Varzaneh, M., Ghorbi, A., & Bahmani, M. (2020). The study of status of scientific products of Iran in the field of Tourism between 1998-2017. Tourism Management Studies, 15(51), 79–110. https://doi.org/10.22054/tms.2020.30752.1891
Goldstein, J., Hazy, J., & Lichtenstein, B. (2010). Complexity and the Nexus of Leadership: Leveraging Nonlinear Science to Create Ecologies of Innovation. Palgrave Macmillan.
Gulati, R., Nohria, N., & Zaheer, A. (2000). Strategtic Networks. Strategic Management Journal, 21(3), 203–215.
Hazy, J. K., & Prottas, D. J. (2018). Complexity Leadership: Construct Validation of an Instrument to Assess Generative and Administrative Leadership Modes. Journal of Managerial Issues, 30(3), 325-340.
Hazy, J. K., & Uhl-Bien, M. (2013). Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes. Leadership, 11(1), 79–104. https://doi.org/10.1177/1742715013511483
Howden, S., Beresford-Dey, M., & Martindale, L. (2021). Critical Reflections on Academic Leadership during Covid-19: Using Complexity Leadership Theory to Understand the Transition to Remote and Blended Learning. Journal of Perspectives in Applied Academic Practice, 9(2), 118-126.
Huertas-Valdivia, I., Gonzalez-Torres, T., & Najera-Sanchez, J.-J. (2022). Contemporary leadership in hospitality: a review and research agenda. International Journal of Contemporary Hospitality Management, 34(6), 2399-2422. https://doi.org/10.1108/ijchm-05-2021-0658
Ireland, V., & Gorod, A. (2016). Contribution of Complex Systems to Entrepreneurship. Entrepreneurship Research Journal, 6(1), 1–41. https://doi.org/10.1515/erj-2015-0058
Jafari, M. (2018). Chaos Theory and Its Application in Sociology. Proceedings of the 5th National Conference on New Research in Educational Sciences and Psychology with a Participatory Culture Approach, Tehran. https://civilica.com/doc/883756 (In Persian)
Jiang, G., Boghrat, D., Grabmeier, J., & Cross, J. E. (2023). Complexity leadership in action: a team science case study. Frontiers in Research Metrics and Analytics, 8, 1211554.
       https://doi.org/10.3389/frma.2023.1211554
Keivani, S., Mirinejad, E., & Dorostkar Asl, M. (2023). Modern Theories of Leadership in Organizations: Concepts, Theories, and Models. Tehran: Mi'ad Andisheh. (In Persian)
Khodadadi, A., Tavakoli, M., & Anabestani, A. A. (2023). Analyzing Factors Influencing the Management of Ecological and Social Complexities in Natural Resource Conservation in Villages (Case Study: Villages of Lorestan Province). Geography and Environmental Hazards, 11(1), 279-303. https://doi.org/10.22067/geoeh.2022.72675.1112 (In Persian)
Kjellström, S., Sarre, S., & Masterson, D. (2024). The complexity of leadership in co-production practices: a guiding framework based on a systematic literature review. BMC Health Services Research, 24(219). https://doi.org/10.1186/s12913-024-10549-4
Kolga, M. (2023). Engaging "care" behaviors in support of employee and organizational wellbeing through complexity leadership theory. Merits, 3(2), 405-414. https://doi.org/10.3390/merits3020023
Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Management Department Faculty Publications, 8.
Llopis, G. (2020). Leadership Will Change Forever after the Coronavirus Pandemic. Forbes. Available online: https://www.forbes.com/sites/glennllopis/2020/04/06/leadership-will-change-forever-after-the-coronavirus-pandemic/?sh=7e0d1da661eb (accessed on 20 January 2023).
Maleki, M., Shahsavon, S., & Houshmand, E. (2018). The Most Common Tools and Methods for Managing/Reducing Organizational Complexity. Tadbir: A Monthly Journal of Management Education, 29(311), 15-17. (In Persian)
McKim, A. J., & Goodwin, C. M. (2021). Emergent opportunities in complexity, leadership, and sustainability. Journal of Leadership Studies, 15(3), 80-84.
Mirbagheri, S. M., Rafiei Atani, A., & Parsanejad, M. R. (2024). A study of the scientific production trends in collective decision-making methods in the Web of Science database. Parliament and Strategy, 31(118), 295-331. https://doi.org/10.22034/mr.2023.5520.5251 (In Persian)
Mitchell, M. (2009). Complexity: A guided tour. Oxford University Press.
Molabagher, M., Hassanzadeh, A., Sepehri, M. M., Habibollahi, A., & Sarabadani, A. (2024). Bibliometric analysis of scientific trends in research related to the development of the health care system in the PubMed citation database. Medicine and Purification, 33(1), 49-64. https://www.tebvatazkiye.ir/article_203809.html (In Persian)
Morrison, K. (2010). Complexity Theory, School Leadership and Management: Questions for Theory and Practice. Educational Management Administration & Leadership, 38(3), 374-393.
Ng, F. S. D. (2013). Leadership learning through the lens of complexity theory. Human Systems Management, 32(1), 43-55. https://doi.org/10.3233/HSM-130783
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications.
Palermo, C. (2020). Leadership and practice in times of complexity and uncertainty. Nutrition & Dietetics, 77, 487-489.
Plowman, D., Baker, L. T., Beck, T., Kulkarni, M., Solansky, S., & Travis, D. (2007). Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3), 515–543.
Rony, Z. T., Lestari, T. S., Ismaniah, Yasin, M., & Lubis, F. M. (2023). The complexity of leadership competence in universities in the 21st century. Cogent Social Sciences, 9(2), 2276986.
Rosenhead, J., Franco, L. A., Grint, K., & Friedland, B. (2019). Complexity theory and leadership practice: A review, a critique, and some recommendations. The Leadership Quarterly, 30, 101304. https://doi.org/10.1016/j.leaqua.2019.07.002
Sahraei, E., Poursadeq, N., Hamidi, N., & Mohtashami, A. (2020). Designing a Model of Organizational Complexity Drivers in the Iranian Public Sector with a View to Redefining Organizational Complexity. Iranian Futures Studies, 5(1), 241-269. https://doi.org/10.30479/jfs.2020.12641.1167 (In Persian)
Sawyer, R. K. (2004). Creative teaching: Collaborative discussion as disciplined improvisation. Educational Researcher, 33, 12-20.
http://dx.doi.org/10.3102/0013189X033002012
Scharp, K. M., & Sanders, M. L. (2019). What is a theme? Teaching thematic analysis in qualitative communication research methods. Communication Teacher, 33(2), 117-121.
Schlappa, H., Imani, Y., & Nishino, T. (2020). Relational leadership: an analytical lens for the exploration of co-production. In E. Loeffler & T. Bovaird (Eds.), The Palgrave Handbook of Co-Production of Public Services and Outcomes (pp. 471–490). Springer.
Schwab, K., & Zahidi, S. (2020). Future of Jobs Report (Issue October). http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf
Sharp, A. (2023). Understanding future human cybernetic integration: A framework to map enhancement technologies. Computers in Human Behavior: Artificial Humans, 1(2), 100029.
To, M. L., Tse, H. H. M., & Ashkanasy, N. M. (2015). A multilevel model of transformational leadership, affect, and creative process behavior in work teams. Leadership Quarterly, 26(4), 543–556.
 Uhl-Bien, M. (2021). Complexity and COVID-19: Leadership and followership in a complex world. Journal of Management Studies, 58(5), 1401-1403. https://doi.org/10.1111/joms.12696
Uhl-Bien, M. (2021). Complexity Leadership and Followership: Changed Leadership in a Changed World. Journal of Change Management, 21(2), 144–162. https://doi.org/10.1080/14697017.2021.1917490
Uhl-Bien, M., & Arena, M. (2017). Complexity leadership: Enabling people and organizations for adaptability. Organizational Dynamics, 46(1), 9–20. https://doi.org/10.1016/j.orgdyn.2016.12.001
Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(January), 89–104.
 Uhl-Bien, M., & Marion, R. (2009). Complexity leadership in bureaucratic forms of organizing: A meso model. The Leadership Quarterly, 20, 631-650. https://doi.org/10.1016/j.leaqua.2009.04.007
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. Leadership Quarterly, 18(4), 298–318.
 Vafaei, Z., Fiazi, M., & Shah Hosseini, M. A. (2020). Understanding the Interaction Quality of Complexity Leadership and Social Organization from a Complexity Sciences Perspective. Public Management Research, 13(47), 307-334.https://doi.org/10.22111/jmr.2020.31955.4819(In Persian)
Venkataraman, S. (1997). The distinctive domain of entrepreneurship research. In Advances in Entrepreneurship, Firm Emergence and Growth. (Issue January 1997, pp. 119–138).
Wuni, I. Y., Shen, Q. (G.), & Osei-Kyei, R. (2019). Scientometric review of global research trends on green buildings in construction journals from 1992 to 2018. Energy and Buildings, 190, 69–85. https://doi.org/10.1016/j.enbuild.2019.02.010
Zabiegalski, E. (2015). Learning Ambidexterity in Organization [George Washington University].