Power relations and complex organisational development Online publication date: Mon, 14-Nov-2016
by Pieter S.J. Avenant; Kurt A. April; B.K.G. Peters
International Journal of Complexity in Leadership and Management (IJCLM), Vol. 3, No. 3, 2016
Abstract: Human interaction is so important because, in the workplace, you always have to work with other people. As a leader, the way in which you and others relate to each other, authentically and inauthentically and use personal- and collective power within those relationships can create positive, enabling workplace environments, or be places of exclusion and negative engagement. Our research was a qualitative study, informed by complexity theory, of the construct of power relations, investigating the lived experiences of leaders within the complexity of the emerging economy of South Africa. It also further explored the challenges of such an approach in terms of the implementation and openness of people within organisations to engage with power relations, and not just to treat it unconsciously. Key features of our research were unpacking the relevance for leaders, as well as the impact of social dynamics, concepts of power, leader attributes, personal traits and organisational features on power relations.
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