Complex situations makes it challenging to become a leader that’s appreciated. People and situations within an organisation set a diverse set of expectations on leadership. I’ve noticed that people who repeatedly provide appreciated and appropriate leadership share some common traits that distinguish them from other leaders.

Besides sharing these traits I also share the most basic and useful framing of what leadership entails, that I’ve come across.

Here's an illustration that summaries the traits I’ve noticed so far.
In-depth article on infoQ that covers this and previous episode in writing.

Some of the key people and work that has influenced my thinking and practice in the context of this episode:
Klara Palmberg’s doctoral thesis - Beyond Process Management
Esther Derby on contextual change - 7 Rules for Positive, Productive Change
Dave Snowden on context awareness and navigating complexity - Cynefin framework
David Epstein on generalists strengths during complexity - Range
John Kay & Mervyn King on decisions during uncertainty - Radical uncertainty
Aaron Dignan on complexity conscious - Brave New Work

Organisations that optimise for teams

AdaptableBy Wasielewski, Hedlund & JanlénMay 11, 2020