Complex adaptive leading‐ship and open‐processional change processes

Purpose This paper aims to determine what leader‐leading competencies enable management of turbulent, uncertain change and what principles from a complex adaptive systems perspective constitute it. Design/methodology/approach The paper is a qualitative research case study. Findings It is found that there are three leading‐ship competencies: administrative, adaptive and enabling. Originality/value The paper illustrates that complex adaptive organizations oblige leaders to view differently organizational networks and their role within such networks.