Mason, Roger Bruce2017-05-262017-05-262013Mason, R.B. 2013. Complexity theory and leadership for turbulent environments. Journal of Social Sciences. 36(3): 295-307.1812-0687http://hdl.handle.net/10321/2452Businesses and their environments are complex adaptive systems, and are therefore too complex to be ‘managed’ by a single leader. Thus, the traditional view of a leader as a decision-maker, instructing and controlling the organisation is inappropriate in complex/turbulent environments. A qualitative, case method, using depth interviews, investigated leadership activities in four companies, in a country with a turbulent environment, to identify if self-organising leadership is more effective in turbulent environments than traditional bureaucratic management. The findings showed that self-organising leadership appears superior in turbulent environments. These findings and their implications are discussed, and recommendations for further research are made.13 penLeadershipManagementComplexityTurbulenceChaosSelf-organisationArticle10.1080/09718923.2013.11893196