Abstract:
This article discusses the results of both intrinsic and instrumental case study
investigations of team-based leadership and decision-making in an Association
of Research Libraries (ARL) institution undergoing dramatic change and
restructuring activities. Since team-based models were used extensively within
the organization, systems theory is introduced. Chaos theory is next explained
as a more robust theoretical framework for analyzing and describing the
turbulence and rapid changes encountered by individuals attempting to make
sense of these organizational shifts at both the micro and macro levels. Findings
of this research suggest that a paradox occurs during periods of restructuring
activities in organizations going through significant change: 1) models which
are alternatives to traditional hierarchical bureaucracies are necessary for
organizations to break from the status quo when confronted with the need for
rapid and inclusive decision-making, and 2) organizational structures heavily
influenced by self-organizing teams go through recursive phases of expansion,
leading to unbounded chaos in leadership and decision-making processes.
Employees identified a lack of individual accountability in team-based decisionmaking,
the challenges of leadership at the individual level, and the need for
defined supervisory roles were all issues to be addressed for the continued,
successful evolution of the organization. As a result of these findings, the author
then introduces an iterative, phase state model of chaotic cycling in emerging
system states. This model focuses on bounded chaotic systems that blend selforganization
with structural feedback mechanisms in leadership and decisionmaking
processes.
