Developing collective leadership: the role of complexity

Scholars increasingly argue that complex organizational environments require forms of leadership that depart from traditional heroic models, favoring collective leadership based on relational and processual dynamics. However, despite growing theoretical interest, empirical research on how collective leadership develops remains limited, especially regarding the role of context and complexity. This study explores how collective leadership unfolded within the board of CAUL, a company navigating rapid growth and heightened ambiguity. Based on a one-and-a-half-year study involving 47 interviews and 53 hours of observation, and adopting an abductive approach, we show how actors combined reification practices fostering shared commitment, with complexity management practices to generate a shared direction. Our findings highlight the importance of contextual influences and suggest that managing complexity is a key but underexplored component in the development of collective leadership in turbulent environments