preprints.org > business, economics and management > human resources and organizations > doi: 10.20944/preprints202411.0598.v1 (registering DOI)

Preprint Article Version 1 This version is not peer-reviewed

Version 1 : Received: 6 November 2024 / Approved: 8 November 2024 / Online: 8 November 2024 (07:28:02 CET)

In an era of unprecedented volatility, complexity, and disruption, traditional approaches to leadership are increasingly insufficient across the globe. The conventional mindset of seeking stability, predictability, and control is no longer fit for purpose in a world that is inherently uncertain and ever-changing. Consequently, there is a pressing need to reimagine leadership frameworks that can not only withstand but actively thrive amidst chaos and adversity, irrespective of geographic or cultural contexts. This article introduces the Antifragile Leadership Model, a pioneering paradigm that draws inspiration from Nassim Taleb's concept of antifragility, while also incorporating the insights of African scholars such as Kwasi Wiredu's philosophy of conceptual decolonization and Molefi Kete Asante's Afrocentricity. Antifragility is defined as the quality of systems or entities that not only survive but actually grow stronger in the face of stressors, shocks, and uncertainties. By applying this principle to the realm of leadership, the Antifragile Leadership Model offers a transformative approach to cultivating adaptability, resilience, and meaningful transformation at both the individual and organizational levels, with a global perspective. Building upon the foundations of complexity theory, systems thinking, and integral theory – all of which have strong resonance across diverse cultural and geographic contexts – this model presents a multidimensional framework for developing antifragile leadership capacities. It delves into the essential mindsets, behaviors, and structural considerations required to harness the power of uncertainty, chaos, and disruption as catalysts for growth and breakthrough, while drawing upon the rich tapestry of global knowledge and experiences. Through a synthesis of empirical evidence, theoretical insights, and practical case studies from around the world, this article makes several groundbreaking contributions to the leadership development discourse. Firstly, it reframes the role of the leader from a controller and optimizer to an evolutionary architect and catalyst, empowering them to navigate complexity, foster adaptability, and catalyze transformative change within diverse environments. Secondly, it outlines a holistic process for developing antifragile leadership qualities, including self-awareness, adaptability, collaborative intelligence, and anti-fragile decision-making – all with a deep understanding of cultural, political, and economic contexts. Thirdly, it provides a roadmap for cultivating antifragile organizational ecosystems that are designed to thrive amidst turbulence, drawing upon globally diverse innovations, community-driven approaches, and indigenous knowledge systems. By elevating the understanding of leadership from a linear, mechanistic paradigm to a dynamic, systemic, and transformative one, grounded in a global perspective, the Antifragile Leadership Model offers a compelling alternative to traditional leadership frameworks. It empowers leaders, teams, and organizations around the world to not merely survive but to proactively leverage uncertainty and adversity as springboards for innovation, growth, and positive impact.

Antifragile leadership; complexity; adaptability; resilience; transformation; uncertainty; decision-making; organizational ecosystems; global perspectives

Business, Economics and Management, Human Resources and Organizations

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