Leadership in public sector business process management initiatives: A developing country perspective

This research is an exploratory study of leadership in business process management. It examines the notion of effective leadership and its complexity dynamics in the socio-technological context of public sector business process improvement initiatives. The study explains how the nature of leadership is shaped by multi-actor interactions and shifts from formal positions of authority to self-organising units. The study theorises two interchangeable roles of Visible-Catalyst and Invisible-Enabler to balance the leadership interventions with complexity dynamics. The combination of the two roles result in effective development and adoption of process-centric thinking in organisations leading to sustainable management of business process transformations