Leadership after hegemony: multimodal coordination and the reorganisation of leadership development
Anderson de Souza Sant'AnnaPurpose
This article develops multimodal coordination as a leadership-development construct for settings in which joint action depends on coupling heterogeneous and non-substitutable modalities, including organisations, infrastructures, technologies, finance, logistics, regulation, standards, platforms and institutional authority.
Design/methodology/approach
The article uses an integrative conceptual synthesis with model-building intent. Six literature streams are compared through an explicit concept matrix, four mechanism-retention criteria and a traceable audit trail linking analytical patterns to six developmental capabilities and seven propositions.
Findings
The conceptual synthesis yields a testable framework rather than empirical findings. It theorises why trust, shared purpose and distributed influence may remain insufficient when material, jurisdictional, financial, technological or temporal interfaces are mismatched. Multimodal conditions generate mismatch; four theoretically derived coordination mechanisms address it; six developmental capabilities enact those mechanisms; and collective operability is the proposed proximal outcome. Any distal outcomes remain contingent and require empirical testing.
Practical implications
The framework is translated into provisional modules, exercises and assessment evidence for executive education, organisation development and public-sector capacity building. Their effectiveness and contextual fit require empirical testing.
Originality/value
The article locates leadership development in the architecture that makes heterogeneous modalities workable together. It offers incremental explanatory claims, explicit scope conditions and a testable account of coordination failure and repair under fragmentation and asymmetry.