Abstract
In complex governance systems, innovations may emerge, not controlled
by a single leader, but enabled by many. We discuss how these leaders are
embedded in networks and which strategies they use. The theoretical
framework is based on Complexity Leadership Theory. We conducted
participatory observation in two Dutch case studies: a regional agricultural
development in the Venlo region and an urban redevelopment in the city of
Amersfoort. These studies reveal leadership strategies creating conditions
that are favorable for the emergence of complex innovations.
| Original language | English |
|---|---|
| Pages (from-to) | 25-40 |
| Number of pages | 16 |
| Journal | International Review of Public Administration |
| Volume | 18 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 17 Mar 2013 |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
-
SDG 11 Sustainable Cities and Communities
Research programs
- EUR ESSB 26
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