Liderazgo universitario para un mundo complejo y cambiante

Marc  Craps

doi:10.35319/jcomsoc.2021121213

Authors

Marc Craps Katholieke Universiteit Leuven

DOI:

https://doi.org/10.35319/jcomsoc.2021121213

Keywords:

Leadership, complexity, dialogue, transdisciplinarity, learning community

Abstract

leadership: strategic, innovative and facilitating. However, there is a major communication challenge implied in this framework. Dialogical spaces must be generated and cultivated which are open to actors Societies expect innovative knowledge from the universities contributing to the solution of the urgent social and ecological challenges of our world today. In the current turbulent circumstances university leadership requires different organizational features from those that were common before. Complexity leadership offers a framework to tackle this requirement by combining three complementary types of inside and outside the university who can contribute

insights in a problematic reality, based on their own life experience, or on their disciplinary expertise. The art of a trans-disciplinary dialogue consists in being able to listen carefully to all these actors, and to create opportunities for the actors ‘without voice’, often excluded vulnerable rural and urban communities, for the expression of their worries, needs and wisdom.

Downloads

Download data is not yet available.

Author Biography

Marc Craps, Katholieke Universiteit Leuven

Profesor en la Facultad de Economía de la KU Leuven, Universidad Católica de Lovaina (Bélgica). Líder del proyecto transversal (P6) sobre “Comunidades transdisciplinares de aprendizaje” del programa VLIR-UOS con la UCB.

References

Ansell, C., & Gash, A. (2007). Collaborative governance in theory and practice [Gobernanza colaborativa en teoría y práctica]. Journal of Public Administration Research and Theory, 18, 543-571.

Argyris, C. (2004). Double-Loop learning and organizational change facilitating transformational change [Aprendizaje de doble ciclo y cambio organizacional que facilitan el cambio transformacional]. En J. J. Boonstra (Ed.), Dynamics of organizational change and learning (pp. 389-401). John Wiley & Sons.

Avelino, F., & Wittmayer, J. M. (2015). Shifting power relations in sustainability transitions: A multi-actor perspective [Cambios en las relaciones de poder en las transiciones de sostenibilidad: una perspectiva multiactoral]. Journal of Environmental Policy and Planning, 18(5), 628-649. https://doi.org/10.1080/1523908X.2015.1112259

Bouwen, R., & Taillieu, T. (2004). Multi-party collaboration as social learning for interdependence: Developing relational knowing for sustainable natural resource management [Colaboración multipartita como aprendizaje social para la interdependencia: Desarrollando conocimiento relacional para la gestión sostenible de los recursos naturales]. Journal of Community & Applied Social Psychology, 14(3), 137-153.

Craps, M. (2019a). Transdisciplinarity and sustainable development [Transdisciplinariedad y desarrollo sostenible]. En W. Leal Filho (Ed.), Springer encyclopedia of sustainability in higher education (pp. 1-8). Springer International Publishing. https://doi.org/10.1007/978-3-31963951-2_234-1

Craps, M. (2019b). Transdisciplinary Processes for Sustainable Development [Procesos transdisciplinarios para el desarrollo sostenible]. En W. Leal Filho (Ed.), Srpinger Encyclopedia of Sustainability in Higher Education (pp. 1-9). Springer International Publishing. https://doi.org/10.1007/978-3-319-63951-2_102-1

Craps, M., Grieten, S., & Bouwen, R. (2016). Co-creating the future now [Cocreando el futuro ahora]. En V. Achten, G. Bouckaert & E. Schokkaert (Eds.), A truly golden handbook. The scholarly quest for Utopia (pp. 248-261). Leuven University Press.

Craps, M., Vermeesch, I., Dewulf, A., Sips, K., Termeer, K., & Bouwen, R. (2019). A Relational approach to leadership for multi-actor governance [Un enfoque relacional del liderazgo para la gobernanza multiactoral]. Administrative Sciences, 9(1). https://doi.org/10.3390/admsci9010012

Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership, not leaders: On the study of leadership as practices and interactions [Liderazgo, no líderes: sobre el estudio del liderazgo como prácticas e interacciones].

Scandinavian Journal of Management, 26(1), 77-86. https://doi.org/10.1016/j.scaman.2009.12.003

Cunliffe, A. L., & Eriksen, M. (2011). Relational leadership [Liderazgo relacional]. Human Relations, 64(11), 1425-1449. https://doi.org/10.1177/0018726711418388

Dewulf, A., Craps, M., & Dercon, G. (2004). How issues get framed and reframed when different communities meet: A multi-level analysis of a collaborative soil conservation initiative in the ecuadorian andes [Cómo se enmarcan y reformulan los problemas cuando las diferentes comunidades se encuentran: un análisis multinivel de una iniciativa colaborativa de conservación del suelo en los andes ecuatorianos]. Journal of Community and Applied Social Psychology, 14(3) 177-192. https://doi.org/10.1002/casp.772

Hazy, J. K., & Uhl-Bien, M. (2015). Towards operationalizing complexity leadership: How generative, administrative and community-building leadership practices enact organizational outcomes [Hacia la operacionalización del liderazgo de la complejidad: cómo las prácticas de liderazgo generativo, administrativo y de construcción comunitaria promulgan resultados organizacionales]. Leadership, 11(1), 79-104. https://doi.org/10.1177/1742715013511483

Pearce, C. L., Hoch, J. E., Jeppesen, H. J., & Wegge, J. (2011). New forms of management: Shared and distributed leadership in organizations [Nuevas formas de gestión: liderazgo compartido y distribuido en las organizaciones]. Journal of Personnel Psychology, 9(4), 151-153. https://doi.org/10.1027/1866-5888/a000022

Porter, M. E., & Kramer, M. R. (2011). Creating shared value: How to reinvent capitalism-and unleash a wave of innovation and growth [Creando valor compartido: Cómo reinventar el capitalismo y desatar una ola de innovación y crecimiento]. Harvard Business Review, 89, 62-77.

Raelin, J. (2011). From leadership-as-practice to leaderful practice [Del liderazgo como práctica a la práctica líder]. Leadership, 7(2), 195-211. https://doi.org/10.1177/1742715010394808

Richardson, K. A., Goldstein, J. A., Allen, P. M., & Snowden, D. (Eds.). (2005). Emergence, complexity and organization [Emergencia, complejidad y organización] (Vol. 6). ISCE Publishing.

Sitkin, S. I. M. B. (2007). Promoting a more generative and sustainable organizational science [Promoviendo una ciencia organizacional más generativa y sostenible]. Journal of Organizational Behavior, 28(7), 841-848. https://doi.org/10.1002/job.458

Termeer, C. J. A. M., & Nooteboom, S. G. (2012). Complexity leadership for sustainable regional innovations [Liderazgo en complejidad para innovaciones regionales sostenibles]. En M. Sotarauta, I. Horlings & J. Liddle (Eds.), Leadership and change in sustainable regional development (pp. 236-254). Routledge.

Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing [Teoría del liderazgo relacional: exploración de los procesos sociales de liderazgo y organización]. The Leadership Quarterly, 17(6), 654-676. https://doi.org/10.1016/j.leaqua.2006.10.007

Uhl-Bien, M., & Marion, R. (2009). Complexity leadership in bureaucratic forms of organizing: A meso model [Liderazgo de la complejidad en las formas burocráticas de organización: un modelo meso]. The Leadership Quarterly, 20(4), 631-650. https://doi.org/10.1016/j.leaqua.2009.04.007

Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era [Teoría del liderazgo de la complejidad: Cambio del liderazgo de la era industrial a la era del conocimiento]. The Leadership Quarterly, 18(4), 298-318. https://doi.org/10.1016/j.leaqua.2007.04.002

Wenger, E. (2000). Communities of practice and social learning systems [Comunidades de práctica y sistemas de aprendizaje social]. Organization, 7(2), 225-246. https://doi.org/10.1177/135050840072002