The hypermodern environment in which today’s organizations and society exist presents a need for the development and application of effective transformational leadership practices. As such, this article presents an interdependent leadership model and its six core tenets, which may guide organizational behavior and change in turbulent times. We argue that this emerging leadership model is appropriate in responding to the complexity of the contemporary organizational landscape and propelling the sustainable growth and advancement of all stakeholders in a larger ecosystem.
ArdichviliA.Nattoch DagK.ManderscheidS. (2016). Leadership development: Current and emerging models and practices. Advances in Developing Human Resources, 18(3), 275–285. https://doi.org/10.1177/1523422316645506
3.
AwasthyP.HazraJ. (2019). Responsible sourcing by improving workplace safety through buyer-supplier collaboration. European Journal of Operational Research, 274(1), 155–164. https://doi.org/10.1016/j.ejor.2018.10.002
4.
BedwellW.WildmanJ.DiazGranadosD.SalazarM.R.KramerW.SalasE. (2012). Collaboration at work: An integrative multilevel conceptualization. Human Resource Management Review, 22(2), 128–145. https://doi.org/10.1016/j.hrmr.2011.11.007
5.
BinojM. (2016). Concept of redemption in the world religions: A comparative analysis of the account of redemption in semitic religions and Indian religions. IOSR Journal of Humanities and Social Science, 21(3), 53–64.
6.
BlidsteinG. J. (1995). Tikkun Olam. Tradition: A Journal of Orthodox Jewish Thought, 29(2), 5–43.
7.
ClarkeN. (2012a). Evaluating leadership training and development: A levels-of-analysis perspective. Human Resource Development Quarterly, 23(4), 441–460. https://doi.org/10.1002/hrdq.21146
CoveyS.R. (1989). The seven habits of highly effective people: restoring the character ethic. Simon and Schuster.
11.
DemingE. (2000). Out of the crisis. MIT Press.
12.
ErikssonA.BihariA.AxelssonS.AxelssonR. (2012). Collaboration in workplace health promotion: A case study. International Journal of Workplace Health Management, 5(3), 181–193. https://doi.org/10.1108/17538351211268836
13.
HakanenT. (2014). Co-creating integrated solutions within business networks: The KAM team as knowledge integrator. Industrial Marketing Management, 43(7), 1195–1203. https://doi.org/10.1016/j.indmarman.2014.08.002
14.
JethaM.WaljiA.GregoryP.AbdullaD.AustinZ. (2020). Pharmacist-pharmacy technician intraprofessional collaboration and workplace integration: Implications for educators. Pharmacy, 8(2), 95, 1–13. https://doi.org/10.3390/pharmacy8020095
15.
Joseph-RichardP.McCrayJ. (2022). Evaluating leadership development in a changing world? Alternative models and approaches for healthcare organizations. Human Resource Development Internationa, 26(2), 114–150. https://doi.org/10.1080/13678868.2022.2043085
16.
KeganR. (1994). In over our heads: The mental demands of modern life. Harvard University Press.
17.
KuhnertK. W.LewisP. (1987). Transactional and transformational leadership: A constructive/developmental analysis. The Academy of Management Review, 12(4), 648–657. https://doi.org/10.2307/258070
18.
KwonC.NicolaidesA. (2017). Managing diversity through triple-loop learning: A call for paradigm shift. Human Resource Development Review, 16(1), 85–99. https://doi.org/10.1177/1534484317690053
19.
KwonC.NicolaidesA. (2019). Reconceptualizing social movement learning in HRD: An evolutionary perspective. Advances in Developing Human Resources, 21(2), 267–279. https://doi.org/10.1177/1523422319827948
20.
KwonC.HanS.NicolaidesA. (2020). The impact of psychological safety on transformative learning in the workplace: A quantitative study. Journal of Workplace Learning, 32(7), 533–547. https://dx.doi.org/10.1108/JWL-04-2020-0057
21.
Lainez-AguirreJ. M.PuigjanerL. (2015). Advances in integrated and sustainable supply chain planning: Concepts, methods, tools and solution approaches toward a platform for industrial practice. Springer International Publishing.
22.
LalouxF. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage of human consciousness. Nelson Parker.
23.
McCauley-SmithC.WilliamsS.GillonA. C.BraganzaA.WardC. (2013). Individual leader to interdependent leadership: A case study in leadership development and tripartite evaluation. Advances in Developing Human Resources, 15(1), 83–105. https://doi.org/10.1177/1523422312466982
24.
Mitsubishi Corporation. (1988). Tatemae and honne: Distinguishing between good form and real intention in Japanese business culture. Free Press.
25.
MohrmanS. A.LawlerE. E. (1989). Parallel participation structures. Public Administration Quarterly, 13(2), 255–272.
26.
OsatukeK.MooreS. C.WardC.DyrenforthS. R.BeltonL. (2009). Civility, respect, engagement in the workforce (CREW): Nationwide organization development intervention at Veterans Health Administration. The Journal of Applied Behavioral Science, 45(3), 384–410. https://doi.org/10.1177/0021886309335067
27.
PattersonK.GrennyJ.McMillanR.SwitzlerA. (2012). Crucial conversations: Tools for talking when stakes are high. McGraw-Hill.
ScharmerO.KauferK. (2013). Leading from the emerging future: From ego-system to eco-system economies. Berrett-Koehler Publishers.
30.
SengeP.ScharmerC. (2001). Community action research. In ReasonP.BradburyH. (Eds.). Handbook of action research (pp. 1–29). Sage Publications.
31.
SethiR.SmithD.C.ParkC. (2018). Cross-functional product development teams, creativity, and the innovativeness of new consumer products. Journal of Marketing Research, 38(1), 73–85. https://doi.org/10.1509/jmkr.38.1.73.18833
32.
ShuckB. (2013). Invited reaction: Further observations on the relationship between work engagement and performance: A review of empirical literature and a proposed research agenda. Human Resource Development Review, 12(3), 277–283. https://doi.org/10.1177/1534484312470804
33.
SiegnerM.PinskeJ.PanwarR. (2018). Managing tensions in a social enterprise: The complex balancing act to deliver a multi-faceted but coherent social mission. Journal of Cleaner Production, 174, 1314–1324. https://doi.org/10.1016/j.jclepro.2017.11.076
34.
SinekS. (2009). Start with why: How great leaders inspire everyone to take action. Penguin Group.
StavrosJ. A.HinrichsG. (2019). The thin book of soar: Creating strategy that inspires innovation and engagement (2nd ed.). Thin Book Publishing.
37.
StohlC. (1987). Bridging the parallel organization: A study of quality circle effectiveness. Annals of the International Communication Association, 10(1), 416–430.
38.
StrublerD. C (2024). Tiny house redemption: The good politic of interdependent leadership [Unpublished book]. Self-Pub, Amazon KDP.
39.
TongY. K.ArveyR. D. (2015). Managing complexity via the competing values framework. Journal of Management Development, 34(6), 653–673. https://doi.org/10.1108/JMD-04-2014-0029
40.
TurnerJ. R.BakerR.SchroederJ.JohnsonK. R.ChungC.-H. (2018). Leadership development techniques: Mapping leadership development techniques with leadership capacities using a typology of development. European Journal of Training and Development, 42(9), 538–557. https://doi.org/10.1108/EJTD-03-2018-0022
41.
WeickK. (1979). The social psychology of organizing (2nd ed.). McGraw-Hill.
