Investigating “The Chant”: leadership-as-practice and social capital-bridging influence on members of a complex adaptive system

Abstract

This qualitative case study looks at the dynamic interplay between the influencers and the influenced when looking at Complex Adaptive Systems whose individual members are exhibiting Leadership-As-Practice to foster collective decision-making and actions. The study considers the effect of Social Capital-Bridging as a mechanism for those attempting to drive behavior change and have influence over a CAS over which they lack true power or authority. The research centers on a case study of the phenomenon of “The Chant” at Kansas State University. For 20 years, “The Chant” rang out from the student section for football and basketball games at K-State, taunting rivals at the University of Kansas, an obscene insult regardless of opponent on the field or floor. This CAS resisted all forms of outside influence regardless of standing, authority or perceived power, until a new head basketball coach changed his approach to his relationship with the crowd. With individual members of the CAS acting with L-A-P, leading in place and coming to common decisions, the study looks at how individual leaders used Social Capital-Bridging to cross the divide between the CAS outside entity to gain entry into the system and exert influence. Through qualitative interviews with 11 members of the CAS and six members of administration with the University, the research reveals the different approaches employed by administration to connect with and influence members of the CAS, ultimately using social capital to bridge the gap. It reveals the necessity that standing on the bridge is not enough to truly exert influence. To influence effective and lasting change, an outside entity must use that bridge to enter the CAS and become part of the decision-making variables each member must consider when deciding behavior and activity.