Quantum Leadership in Practice: a Qualitative Exploration of Self-described Leader Attributes

Abstract Book of the 9th International Conference on Research in Business, Management and Finance

Year: 2025

[PDF]

Quantum Leadership in Practice: a Qualitative Exploration of Self-described Leader Attributes

Rachel Kubat

 

ABSTRACT:

Quantum Leadership (QL) offers a compelling framework for navigating uncertainty and rapid change in contemporary organizations. However, little is known about QL, as it is a relatively new concept, leaving a gap in empirical leadership research. Addressing this gap, this qualitative single-bounded case study explored the lived experiences and perceived attributes of self-described quantum leaders. The central research question guiding this study was: What are the attributes of self-described quantum leaders? The study was informed by three of Warren Blank’s four core assumptions: leadership is an interaction field between leader and followers, cannot be structured and estimated, and discontinuity of leadership is a fact. Conceptual parallels to quantum physics, including Heisenberg’s uncertainty, particle wave duality, and energy discontinuity, enrich QL’s theoretical foundation, framing leadership as fluid, emergent, and relational. Two purposively selected participants engaged in semi-structured interviews via audio-only videoconferencing. Interviews were recorded and transcribed verbatim. The study received IRB approval; participation was voluntary, consented to, and uncompensated. Data were analyzed using thematic analysis and in vivo coding to identify patterns and preserve authentic language. Findings revealed six key attributes: continuous effort in leadership, cultivation of followership, dynamic qualities, listening to the spoken and unspoken, use of guiding principles, and responsiveness to emergent situations. Given the small sample size and bounded design, findings are not generalizable but offer rich insights into how QL is practiced. Future research should examine Blank’s fourth assumption that leadership impact depends on interaction, expand sample diversity across sectors, and contribute to formalizing a broader theoretical framework.

Keywords: Emergence; Interpretive Methodology; Lived Experience; Quantum Principles; Thematic Analysis