Working this week with a global leader on the ambiguity of work roles, including leadership, in complex adaptive organizations. The answer used to be to try defining clear role boundaries, which sounds interesting on paper and is always a disaster in real contexts where change is a constant and intelligence is agility.
We can have very high levels of coherence by simply interacting in any situation with questions about what we have to offer, what others have to offer and what we want to see possible. These keep us acting in integrity even without the predictability of roles.