An exploration of middle management leadership response within an extreme context

Abstract

This research sought to examine the changes in leadership styles required by middle managers when facing an extreme context and adapting to an uncertain environment. Given that adaptation to the changes its environment is vital for a firm’s performance (Birkenshaw, Zimmermann & Raisch, 2016), understanding how effective leaders change leadership styles in an extreme context is vital in the drive for successful adaptation. Within the framework of this research, the COVID-19 pandemic was defined as an extreme context that required an alternative approach to leadership. Academic leadership literature has not sufficiently explored the leadership response required by management to lead within an extreme context. The study used the Complexity Theory Framework developed by Uhl-Bien and Arena (2018) in an attempt to explore the ability of firms to behave as complex adaptive systems when facing dynamic and highly complex environments. A qualitative, exploratory and interpretivist research approach supported by twelve semistructured interviews explored middle managers’ leadership responses within this particular extreme context. Key findings within the research project support the Complexity Leadership Theory, demonstrating that an intertwined leadership approach consisting of entrepreneurial, operational and enabling leadership could be used to adequately address the additional system complexity created when facing an extreme context. Additionally, the findings provide insight into leadership approach pivots from managers as they shift between more task-focused and people-focused leadership approaches, adjusting their methodology to their team members based on the context in which they were operating. The researcher makes recommendations that an additional layer of leadership approach considerations be added to the Complexity Leadership Framework when utilised by leaders facing an extreme context, that would provide a framework to help guide the required shift. This more contextualised leadership approach needs to acknowledge that leadership does not happen within a vacuum and that while managing complexity within a system, leaders are required to not only shift their thinking but simultaneously their approach. The research was limited due to the subjective nature of the interviews. However, the findings make both a theoretic and a practical contribution to the topic, and offers a recommended addition to the Complexity Leadership Framework that will aid leaders in facing additional complexity within their environments.