A Model for Reframing Leader Development Within Complex Environments
In this paper, the author creates a replicable framework for leader development within the complex environments of the twenty-first century. The first of two hypotheses is that leadership is a tangible and observable action, and the concept can be defined simply to develop a teachable and replicable product. The second hypothesis asserts that leadership exists at all points within an organizational network, and leadership primarily occurs within small-teams. This paper is laid out in the following manner to address these hypotheses: first, the existing challenges in modern leadership development programs are described, followed by a brief discussion that provides a historical perspective on leadership theory and its role in developing transformational leadership theory, the most utilized theory-in-use. Next, this paper will subsequently present the limitations of using influence and power within leadership doctrine before transitioning to building the case for a new model to reframe leadership. Subsequently, a new definition of leadership is proposed before examining its impact on the role of leaders within small teams. Finally, the research is summarized before final thoughts are presented.