复杂性领导理论:加纳国有企业的视角

IF 1.1 Q3 EDUCATION & EDUCATIONAL RESEARCH International Journal of Educational Leadership and Management Pub Date : 2019-07-16 DOI:10.17583/IJELM.2019.3647
Francis Donkor, Dongmei Zhou
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引用次数: 8

摘要

本文探讨了困扰国有企业数十年之久的官僚领导,以及在21世纪充满不确定性和混乱的商业环境中,官僚领导如何发挥作用。在一些制造业和国有企业中,这些传统的官僚主义领导方法和决策策略理论仍然存在,尽管技术和创新应该通过现代管理企业实体的方式占据了大部分的思维方式和组织目标的实现方式。因此,国有企业对新兴市场国家的经济活动至关重要。国有企业的创建是为了提供就业,满足社会和政治需求,并在对国家具有战略重要性的经济部门中运作。问题在于提供国有企业已经采用的官僚结构的替代方案,以及如何在实践中最好地运用这些替代理论。当今组织面临的变革步伐增加了组织格局的复杂性,现在需要更灵活和适应性更强的领导。适应性领导者能够在不稳定的全球商业环境中更有效地工作,也能够采取积极主动的方法,以跟上企业中日益增加的利益相关者压力。然而,传统领导模型的适用性不足,表明需要开发新的领导模型来解决复杂的组织挑战。因此,复杂性领导方法试图将这些动态与官僚等级制度结合起来,以解释非正式组织动态正确运作的方式,并描述如何促进这些有价值的适应性功能,以更好地改善加纳国有企业的运营。
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Complexity Leadership Theory: A Perspective for State-Owned Enterprises in Ghana
This article explores the bureaucratic leadership which has bedeviled state owned enterprises for many decades and how its efficacy  can be in the 21 st century business environment where there uncertainty and chaos. In some manufacturing and state owned enterprises, these theories of traditional bureaucratic leadership approach and decision making strategies persist even though technology and innovation supposed to have taken the greater part of the way of thinking and making organizational objectives achieved through modern way of managing business entities. Thus, SOEs are critical to the economic activity in emerging market countries. The creation of SOEs was meant to provide employment, meet social and political needs, and operate in the sectors of the economy that were of strategic importance to the state. The problem is to offer alternatives of bureaucratic structure that has been used in SOEs and how best to use these alternative theories in practical terms. The pace of change confronting organisations today has added complexity to the organisational landscape and now calls for more flexible and adaptive leadership. Adaptive leaders are able to work more effectively in the unstable global business environment and are also able to adopt a proactive approach in order to keep abreast of the increasing stakeholder pressures in the enterprises. However, inadequate applicability of traditional leadership models have indicated the need to develop new leadership models to solve complex organisational challenge. Hence complexity leadership approach seeks to combine these dynamics to the bureaucratic hierarchies in order to explain the way informal organisational dynamics function properly and also to describe how theses valuable adaptive functions can be promoted to better the operations of SOEs in Ghana.
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