Original ArticlesHard Science and “Soft” Skills Complex Relational LeadingDavidson, Sandra PhD, RNAuthor Information Faculty of Nursing, University of Calgary, Alberta, Canada. Correspondence: Sandra Davidson, PhD, RN, University of Calgary, 2500 University Dr NW, Calgary, AB T2N 1N4, Canada (Sandra.firstname.lastname@example.org). The author declares no conflict of interest. Nursing Administration Quarterly: April/June 2020 - Volume 44 - Issue 2 - p 101-108 doi: 10.1097/NAQ.0000000000000406 Buy Metrics Abstract Since the 1990s, complexity science has been utilized as a metaphor for understanding health care organizations and new ways of leading within them. In this article, 3 principles of complexity leadership put forth by Porter-O'Grady and Malloch in the text Quantum Leadership are explored: (1) wholes are not just the sum of their parts; (2) all health care is local; and (3) value is now the centerpiece of service delivery. Each of these principles is discussed from a 20th-century “organization as machine” perspective, a complexity science perspective, and a complex relational processes (CRP) view. The CRP lens provides a useful bridge from the hard science (nonhuman) systems metaphor to what we often think of as the soft skills of relationship building and communication. CRP does this by drawing on philosophy and the social sciences of sociology and psychology as a way to humanize the nonhuman metaphors of complexity science. This opens up new ways of understanding and talking about leadership in organizations. This shifts our traditional thinking of individuals as leaders to a more relational process of complex relational leading that occurs between people within organizations. © 2020 Wolters Kluwer Health, Inc. All rights reserved.