This paper seeks to analyze complexity leadership behavior in Small and Medium Enterprises (SMEs) that operate in a turbulent business environment such as this one in South-Eastern Europe. Exploratory research in four case-studies has been conducted. The investigation was based on the analysis of both primary and secondary data. The former gathered through in-depth face-to-face interviews with managers while the latter refers to documentation analysis regarding regulations and procedures. Findings indicate that loose organic structures, job rotations, intra organizational relationships, and allowance of self-organization are the most prevalent management behaviors that can enhance business effectiveness. In addition, the lack of role clarity, internal mess, ambiguity, and lack of strategic vision have negative consequences on organizational performance. The contribution of this study lies in the fact that expands our knowledge on complexity view of organizations by exploring managerial attitude in SMEs within a complex business environment as well as by identifying appropriate complex leadership styles nurturing organizational effectiveness. In this respect it attempts to provide a systematic view of the impact of different Complexity Leadership behavior exhibited on the organizational performance.
Is this the right decision for now→ Waiting for a direction to emerge when immediate action is required is not just about patience in the face of mounting pressure, it’s about being observant. It’s the willingness to see. Now, that may sound a little funny. How can we avoid seeing→ It’s amazing how well-framed our […]