Special issue: Complexity, leadership and change processes

International Journal of Learning and Change 3(3) 2009

• The complexity turn in studies of organisations and leadership: relevance and implications
• Leadership within emergent events in complex systems: micro-enactments and the mechanisms of organisational learning and change
• The myth of rational objectivity and leadership: the realities of a hospital merger from a CEO's perspective
• Senior executives and the emergence of local responsibilities: a complexity approach to identity development and performance improvement
• Consultancy as temporary leadership: negotiating power in everyday practice
• A complexity perspective on innovation processes for subsea technology development
• Skirts, sarees and sarongs: the rhetoric and reality behind the celebration of diversity in organisational life