Abstract
Complex systems are social networks composed of interactive employees interconnected through collaborative, dynamic ties such as shared goals, perspectives and needs. Complex systems are largely based on “the complex system theory”. The complex system theory focuses mainly on finding out and developing strategies and behaviours that foster continuous learning, resonating with new conditions and creativity in organizations with dynamic collaborative management mentality. Complex systems surely need leaders to manage complexity. Complexity leadership could be defined as adaptive mechanisms developed by complex organizations in new conditions required by the information age, rather than technical problems entailed by the industrial age. Complexity leadership is a joint, resultant product of the following three types of leadership: (1) administrative leadership based on strict control and a significant bureaucratic hierarchy (2) adaptive leadership fundamentally based on creative problem solving, resonating with new conditions and learning and (3) action-centered leadership that involves immediate decision-making mechanisms employed in crises and dynamic productivity. The study focuses on complexity leadership within the context of the complexity leadership theory.
Highlights
Complex systems are social networks composed of interactive employees interconnected through collaborative, dynamic ties such as shared goals, perspectives and needs
Complexity leadership could be defined as adaptive mechanisms developed by complex organizations in new conditions required by the information age, rather than technical problems entailed by the industrial age
Complexity leadership is a joint, resultant product of the following three types of leadership: (1) administrative leadership based on strict control and a significant bureaucratic hierarchy (2) adaptive leadership fundamentally based on creative problem solving, resonating with new conditions and learning and (3) action-centered leadership that involves immediate decision-making mechanisms employed in crises and dynamic productivity
Summary
The information age is portrayed by new knowledge-based rivalry areas that are led by globalisation, technology, deregulation and democratisation (Lord & Dinh, 2014). Organizations in developing countries focus on organizational knowledge and services in developed countries, quitting their passive roles to serve as merely manufacturers or carry out productive activities as subcontractors and they find out new development areas with the help of the emerging information sharing (Drucker, 2012) Another concern is that organizations need to be able to internalise challenging factors such as learning new conditions, innovation and change and resonance in a fast, flexible fashion, which is essential to be achieved for organizational survival in the growing competitive environment (Balcı et al, 2012; Cottam, Ransonand Vounckx, 2015). As a result of the above mentioned arguments, it could be concluded that organizational leadership in conditional complexity needs administrators and leaders who are able to imagine regardless of individuality, work with knowledge-driven dynamics and the help of new, creative ideas, and improve organizational effectiveness and resonate with complex adaptive systems as required by the information age. Those which are able to extend knowledge capacity, and provide resonance and innovation appear to be complex adaptive systems
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