Leadership in this theory is seen as a complex dynamic involving all, rather than only a role or attribute within a hierarchy.
The theory calls for skills, attributes and roles which are additional to the demands of traditional leadership.
In 2010 Obolensky published 'Complex Adaptive Leadership - Embracing Paradox and Uncertainty' ,[8] building on his prior work under the auspices of the Centre for Leadership Studies at The University of Exeter.
[9] For Obolensky a key output of complex adaptive leadership is self-organisation, and the ability for organisations to operate with reduced hierarchy, less management effort, and bureaucracy, and resultant higher staff engagement with lower costs.
[10] He traces the roots of his work to his time in the military during the 1980s, his teaching in the 1990s and his reading Gleick's book on Chaos.