The Relationship Between Chaotic Events and Credit Union Leadership Practices
Solutions to Chaotic Events in Organizational Cultures
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The field of leadership studies is changing with the development of new specialties within the many academic disciplines that touch on issues of leadership. With growing interest in general systems theory, cybernetics, and chaos theory, social scientists are unsure of how chaos theory can contribute, if at all, to a viable leadership theory. An increasing number of social scientists are experimenting with nonlinear concepts (Wheatley, 2006), which is behavior that is often unexpected, unpredictable, random behavior, despite leaders performing in a stable environment (Mendenhall, Macomber, & Cutright, 2000). As organizational challenges occur, the challenge of nonlinear behavior could most likely continue into the future, until corrected. Wheatley (2006) states, “The science of the seventeenth century cannot explain what we are challenged by in the twenty-first century” (p. 161). The research may make an original contribution to leadership studies by continuing the effort to apply the perspectives of general systems and chaos theory to an understanding of leadership behavior in times of crisis. Chaos theory may also offer a potentially new perspective on a leader’s capacity to change his or her approach, based on the needs of the organization, when experiencing what appear to be chaotic events. This adaptability may prove to be the most effective leadership skill a leader can display (Higgs & Rowland, 2005). The findings of this research study may allow credit union leaders use new models that recognize external changes that influence the sustainability of the organization. Introducing general systems and chaos theory into organizational leadership has become a new approach to leadership psychology and philosophy, promising to influence leadership and management theories (Bums, 2002). The significance of chaos theory for leadership studies lies in its heuristic power. If the challenges to normal events are observed through the lens of chaos theory, organizational leaders may make better-informed decisions in times of uncertainty.
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About the Book
Organizational crises, in modern society, requires an immediate response. Chaotic stages occur during organizational changes resulting in emotional experiences for leaders who develop intense feelings of anger, shock, and frustration. Leaders who are not prepared will be overwhelmed by the need for an aggressive response to change. The ability to solve problems successfully will increase movement of the organization though the chaos stage. Building a foundation of preparation for a leader, prior to the organizational change stage, will decrease levels of dysfunction the organization may experience. It is time for a new approach to managing organizational chaos. The research in this book provides original contributions to leadership studies by applying general systems and chaos theory to leadership behaviors in times of crisis. Chaos theory offers different perspectives that will allow leaders to develop capacities for changing their existing approaches to chaotic events. Results from the research in this study are valuable to credit union leaders, and also all business leaders, who need new models that recognize external factors influencing the sustainability of the organization. This adaptability is one of the most effective leadership skills a leader can display (Higgs & Rowland, 2005). Introducing general systems and chaos theory into organizational leadership has become a new approach to leadership psychology and philosophy, promising to influence leadership and management theories (Bums, 2002). The significance of chaos theory for leadership studies lies in its heuristic power. If the challenges to normal events are observed through the lens of chaos theory, organizational leaders may make better-informed decisions in times of uncertainty.
About the Author
Dr. Paul Withey currently resides in Houston, Texas. He is an executive consultant who assists several organizations to recognize the importance of strategic business development and operations. Valuable transformations continue to occur because of his focus on the bottom up instead of the top-down approach. Clients report a significant increase in understanding how chaotic internal and external events can provide organizational opportunities and improve decision making. Dr. Withey uses two models that encourage a new approach to managing organizational chaos. The Organizational Operation Model and Degrees of Freedom Model provide leaders with developing strategies that transform organizational cultures, identify and understand chaotic events, increase effective responses to chaos, and create new operational norms based on chaotic experiences. Dr. Withey enjoys a work-life balance by pursuing a passion for national and international travel to experience diverse cultures. He is involved with his community, enjoys good food, challenging conversations amongst friends, and heartfelt humor.