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Quantum leadership is derived from the principals of quantum physics which are concerned with those aspects of our world that go beyond the subatomic level and therefore are intangible. This leadership style appeals to ethereal human qualities such as the soul, mind, motivation, and emotions (Dunbar & Winston, 2015).  It answers the “why” questions rather than the “how” questions. In other words, by addressing those intangible human aspects we can provide a natural framework for individuals to find a purpose for everyday life performance and improve their overall work quality and productivity (Papatya & Dulupçu 2008). This leadership style is applicable across a variety of organizations including tech companies, healthcare, and non-profits. Unfortunately, this style is not well researched.

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Contemporary leadership in managerial positions are structured in a hierarchal way. It is a ladder type structure in which all members have a specific role depending on their position in this ladder. Outcomes and expectations are set on a predetermined productivity scale and achieving the set standards is the goal of contemporary leadership (Papatya & Dulupçu 2008). Quantum leadership is more unpredictable in nature. It focuses in personal growth and understanding the meaningful purpose behind leadership. Quantum leadership connects the mission of an organization with the needs and purpose of the individual. The quantum leader goes beyond a vertical and hierarchal mindset to enable employees to take on a meaningful role in the development and management of the organization (Dunbar & Winston, 2015) . Quantum leadership is holistic, it takes into account not only its own interests but also others’ context. It is motivated by intrinsic values and seeks to help individuals realize their full potential. Quantum leadership embraces chaos as a means of expansion and innovation.

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Porter- O’ Grady and Malloch identify seven main concepts and skills essential in quantum leadership (Barker Dunbar and Winston, 2015):

Quantum seeing- This is the ability to see intentionally. In other words, this refers to having a higher perception and seeing objectively. It is important to view issues from other perspectives and have an open mind.

Quantum Feeling-  This is the equivalent of emotional resilience. Conceptually, feelings and emotions are not a result of external events but internal self-talk. Quantum thinking is the ability to manage negative feelings and emotions.

Quantum thinking-  this concept requires the ability to think creatively and paradoxically. Quantum thinking is not black and white and it understands ambiguity.

Quantum Knowing- Intuition is essential in quantum leadership. Being able to trust one’s intuition is what enables a leader to move away from scripted leadership guidelines and puts trust on the people his or her leadership. Trust is an intangible concept that can be highly unpredictable. Quantum knowing can also be thought of as self-confidence.

Quantum Acting-  Acting responsible is the underlying definition in this concept.  It states that everything in the universe, including humans, are interrelated. Acting responsible is extremely important to avoid a negative case of “cause and effect”.

Quantum Trusting- Trust in the natural order of things.  The universe uses chaos to create order. A disorder is not necessarily a sign of failure but rather an opportunity to find areas for improvement. If the universe provided a simple laminar flow of all processes including human actions then, leadership skills would not be needed.

Quantum Being- All human beings are connected. A quantum leader should be able to sustain relationships with other people and understand that what affects one affects others. This could be simplified down to a well-known saying “treat others like you would like to be treated” or simply “ be nice to other”.

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Quantum leadership has applications in a broad range of organizations. Youngblood (1997) describes the following as quantum organizations: Microsoft, Cisco Systems, Intel, Marshall Industries, Whole Foods Markets, Starbucks, Wainwright Industries, and Harley Davidson. These organizations have recognized that their employees are their greatest asset in creating success and their leaders put their resources to bettering and empowering their employees. They recognize that being successful in the modern era means making a radical shift from typical bureaucracy.

Quantum leadership has also found a home in healthcare. A quick search of quantum leadership finds books written by Timothy Porter-O’Grady and Kathy Malloch with names such as “Quantum leadership: a resource for healthcare innovation” and “Quantum leadership: building better partners quantum for sustainable health” and “Quantum leadership: creating sustainable value in healthcare” as well as a variety of articles from nursing journals. Quantum leadership makes sense in healthcare because it is a chaotic, dynamic, adaptive, ever-changing industry (Montgomery, 2011). University of Maryland is training their doctorate of nursing practice students in leadership practices (Montgomery, 2011). Quantum leadership is applicable to nurse practitioners as well as all nurses in that they may not have authority based positions but can lead through influence, knowledge, innovation, and by example (Montgomery 2011). Additionally, Barker Dunbar and Winston (2015) have described how it can be applied in any setting of the occupational therapy field.

Quantum leadership has spread throughout the world and is applicable across cultures. Tehran University Medical Science hospitals have implemented training in quantum leadership styles for its nurses (Dargahi, 2013). Through research they discovered that all nurses survey were competent in quantum leadership categories and it correlation with passing managerial courses (Dargahi, 2013). This indicates that the leadership styles can be taught and learned within the nursing field.

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Leadership at the Edge of Chaos: From Control to Creativity

Quantum organizations are a relatively new way of running businesses and many large corporations are following suit. This model focuses on embracing and encouraging chaos instead of controlling the process. This allows its member to be creative and bring new life and ideas to the process. It allows members to take ownership of the organization and expand their skills and build relationships. In this way all members are leaders of the organization. Leadership is a process not a position. The leader should establish context, disturb the system and cultivate the organization.

Leadership Redefined: Educating the Doctorate of Nursing Practice Nurse Leader Through Innovation

Healthcare is an ever-changing adaptive field. It is a dynamic system with a level of chaos and complexity that requires advanced thinking and leadership to navigate. The administration for the DNP program at the University of Maryland have recognized the efficacy of quantum leadership for this setting. It has two required classes for students that teach them the application of quantum leadership in the healthcare field.

Organization Future Sustainability: Quantum Leadership

Johnson and Justice (2007) describe quantum learning as based in mind, thought, and consciousness. Members improve their thinking capacity through learning by building inner resources and learning from others through building relationships. Quantum leaders facilitate this process in their followers.

Quantum Leadership: The Implication for Iranian Nursing Leaders

A study was conducted at Tehran University Medical Sciences hospitals in Tehran, Iran (Dargahi, 2013). Through surveying leaders about leadership tactics, it was found that all of the nursing management possessed the quantum skills that were surveyed on. A significant correlation was found between exceptional quantum leadership skills and passing management training courses.

Thinking quantum leadership for true transformation: the talisman of “not to know” at the threshold of new leadership.

Papatya and  Dulupçu  (2008) Provide an overview of leadership paradigms that have emerged as early as the 19th century. Scholars have placed major emphasis on the Newtonian or mechanical assumptions of leadership. Mechanical leadership only focus in the end result rather than the process. However, modern times offer more difficult questions to answer, larger array of ideologies to unify, and more complex problems to solve than ever before. Shifting to a quantum leadership paradigm may offer an opportunity to fulfill our modern leadership needs.

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Croce (1991), Explored Walt Disney's life and leadership style. in the following way. Walter Elias Disney was the creative mastermind behind the Walt Disney empire. Disney’s charisma and leadership style are contributors to the massive success of his company. Walt Disney recognized that he did not develop his cheerful and creative characters on his own. He surrounded himself with extremely talented people who understood his way of communicating with the public. Disney recognized the superb talent of many of his subordinates even when they did not recognize it themselves. He has been described by many of his former employees as the type of boss who was both respected and feared just like a father figure. He encouraged his employees to reach their full potential and for that reason, many of them had an inmost feeling of pride in being part of his organization.

Through this analysis of Disney’s leadership qualities, there is a strong case to suggest that he was a quantum leader. In fact, when he was asked about his most rewarding experience, he said the “whole damn thing” (p.98. Surprisingly, it was not just his company nor the success of his creations but the entire process that was involved in this success. This is one of the key elements of quantum leadership, the appreciation for the processes and not the end result by itself.

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The series game of thrones depicts the monarchial government system of the fictitious continent of Westeros. In this monarchial system its leaders, the kings, and queens aspire to the throne by a familial given birthright and not necessarily by their leadership qualities. The exception to this narrative is Jon Snow the latest king of the North.  Snow demonstrates quantum leadership qualities mainly in the fact that he became king by his own merits and not through a hierarchal advantage. Before taking the leadership of the north he was chosen as lord commander of the night’s watch. In a time when people did not have a say in the election of their monarchy, Jon snow gave his people the power to decide. Through his leadership skills, he earned loyal allies that were proud and motivated to fight next to him to achieve a common goal,  once again proving his value as a quantum leader.

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Croce, J. P.,  (1991) A clean and separate space: Walt Disney in person and production. Journal of Popular Culture, 25(3), 91. Retrieved from http://search.proquest.com.ezproxy.gvsu.edu/docview/195358968?accountid=39473

Dargahi, H. (2013). Quantum leadership: The implication for Iranian nursing leaders. Acta Medica Iranica, 51(6), 411-7. Retrieved from http://search.proquest.com.ezproxy.gvsu.edu/docview/1428035882?accountid=3947

Dunbar, S.B., & Winston, K. (2015).  An occupational perspective on leadership:

Theoretical and practical dimensions (2nd Ed). Thorofare, NJ: SLACK, Inc.

Johnson, D. S., & Justice, I. (2007). Organizational future sustainability: Quantum leadership. Futurics, 31(1), 49-52. Retrieved from http://search.proquest.com.ezproxy.gvsu.edu/docview/219843567?accountid=39473

Montgomery, K. L. (2011). Leadership redefined: Educating the doctorate of nursing practice nurse leader through innovation. Nursing Administration Quarterly, 35(3) 248-251. Doi 10.1097/NAQ.0b013e3181ff38bc

Papatya, G., & Dulupçu, M. A. (2008). Thinking quantum leadership for true transformation: the talisman of “not to know” at the threshold of new leadership. International Joint Symposium on Business Administration.(1-3 Haziran), 19.

Youngblood, M. D. (1997). Leadership at the edge of chaos: From control to creativity. Strategy & Leadership, 25(5). Retrieved from http://search.proquest.com.ezproxy.gvsu.edu/docview/194362693?accountid=39473