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Complexity and Leadership-2
Complexity and Leadership-2
Complexity leadership
generates innovation,
Theoretical
Introduction
T
o lead an organization today, a leader must align the culture, structure, and strat-
egies to the environments that it works within. Today organizations come across
situations where traditional methods no longer bring the preferred results. Total
order and high probability is no longer certain (Lians, 2013). Anderson (1999) asserted
that when organizations use complex adaptive systems in their strategy it will lead
to building systems that can quickly evolve solutions that are effective and adaptive.
These dynamic systems necessitate different leadership approaches. This paper will
share how a leader could align the organization’s strategy, structure, and processes
with its external environment. In addition it will assess the relationships between orga-
nizational structure, performance, and dynamic environments, evaluate the relation-
I
n order to remain competitive in the global business world, organizations may
need to change their systems that are run like machines where the top leaders de-
cide everything important (Duin & Baer, 2010). Instead organizations may need to
transform to dynamic systems of interconnected associations that are able to change
in ways that exceed the complex demands and expectations of today’s organiza-
tions (Duin & Baer, 2010). These dynamic systems necessitate different leadership ap-
proaches. Research suggested that today’s leaders must change from the old hierar-
chical systems to dynamic systems, where leaders change the structure, culture, and
the strategy, to meet the dynamic environments they are in (Duin & Baer, 2010). The
new approach is based on enabling people using more of a relational manner, with
shared or dispersed control taking place at all levels and reliant on social exchanges
and networks of power (Duin & Baer, 2010). Taking the organization from the tra-
ditional structure to one that is an adaptive complex system requires the leader to
acknowledge that the old system is flawed, old, and unable to produce the greatest
outcomes.
A large number of leaders still believe that the best way to lead is by controlling
people in a detailed way, which includes being the person that predicts the future and
picks the strategy (Houglum, 2012). Psychogios and Garev (2012) argued, however,
that there are also drawbacks to complex adaptive systems, such as employees not
always having the ability to self-organize and organize the alternative roles, and as-
sets for the task they are given. Richardson (2004a) argued that in a complex system
one person cannot “ever know it completely” and therefore would always be in the
“shadow of the whole” (p. 77). In traditional management the Chief Executive Officer’s
(CEO’s) main emphasis is obsessed on holding on to the control of the organization
in order to meet the expectations of stockholders, which would be the darkness prin-
ciple (Weymes, 2004). The knowledge of one leader may possibly have of a specific
organization is inadequate (Richardson, 2004b). Therefore, no one leader has the vital
diversity to control an organization as it is more diverse than that person could be
(Richardson, 2004b). Today an organization’s success is affected more by its social re-
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Complexity leadership generates innovation, learning, and adaptation of the organization
sources, like its business IQ and the ability of the organization to learn and adapt, than
by its physical resources (Uhl-Bien, Marion, & McKelvey, 2007). This infers that it is a
necessity for a leader to give up his or her old ideas of leadership, and embrace the
new ideas of leadership.
In a traditional structure the leader is seen as knowing everything and is the only
person that can make the right decision for the organization. This leadership style
is exhausted and no longer meets the needs of the growing complex system it has
become. Research argued that this is due to the need to retain predictable or the
“old ways of seeing” view which is mostly mechanistic (Stevenson, 2012). A leader
that uses the traditional structure bases his or her decision-making of a new issue
using results of past solved or failed earlier issues (David, 2013). Stevenson (2012)
suggested this could be due to the leader’s inability to escape the servitude of linear
thinking. This narrow inability or need to comprehend prevents them from embracing
a system’s viewpoint, which causes decision-making to be constructed on predictable
linear thinking (Stevenson, 2012). If a leader has the capability to understand the need
to change, the leader may then be open to recommendations. The panel at IBM made
some great suggestions on what leaders should be like and how they should collabo-
rate instead of control. They include:
The key is to enable instead of control, which is a hard concept for traditional
management and leadership to understand and embrace.
A leader also must be aware of the dynamic environments, both internal and ex-
ternal, so that the organization can adapt. For instance, the two giant cola companies,
PepsiCo and Coca-Cola, have always had a rivalry due to the nature of their organiza-
tions. However, they also have competitive interaction. Nair and Sclover (2012) ex-
plained the each of these two organizations have strategies that are not independent,
but exhibit interdependent relationships. The relationship between the two suggest
that neither one is consistently the leader (Nair & Sclover, 2012). There are times when
Coca-Cola leads PepsiCo and times when PepsiCo leads Coca-Cola as they make their
Of course one person cannot understand and control all of these dynamic envi-
ronments; the fact is it takes a team. Bajer (2009) asserted that today’s leaders must
“attempt to develop leadership cultures where everyone in an organization is active-
ly working together to create changes and add value” (p. 38). According to Gilstrap
(2013), organizational structures that are profoundly partial to self-organizing teams
undergo looping periods of development that leads to unrestrained chaos in leader-
ship and decision-making practices. Scharmer (2010) explained leaders who perceive
the emergent future as the beginning of something intensely new, let go of the past,
and look at the future probabilities, a future that may perhaps be very unlike the past.
In a sense this means that chaos is vital to the development of evolution and adap-
tation because complex adaptive systems are “most adaptive when near the edge
of chaos” (Schneider & Somers, 2006: 355). Leaders who embrace a complex adap-
tive system will adjust through the evolving characteristic of self-organization, which
comes from the inter-dependency of the sub-systems (Schneider & Somers, 2006).
Uhl-Bien et al. (2007) explained, the old traditional management structure was de-
signed to control behavior, whereas complex adaptive systems are changeable struc-
tures with numerous, intersecting hierarchies. These interdependent agents interact
and are bonded in a supportive dynamic by shared goals, outlooks, and needs (Uhl-
Bien et al., 2007).
A
s internal organizational methods become more complex, the external situ-
ations also have become more complex (Smith & Lewis, 2011). Thus creat-
ing conflicting demands that a leader must respond to which can determine
the organization’s destiny (Smith & Lewis, 2011). In the study conducted by Mena,
Humphries, and Wilding (2009), they found, in contradiction of past assumptions, in-
ter-organizational actually have higher levels of collaboration than intra-organization-
al relationships. Bajer (2009) pointed out, “Leadership is a competence that everyone
in an organization should have and continuously develop” (p. 38). A great example
of an organization that is making the change away from the traditional leadership,
to one that empowers everyone is PepsiCo. Indra Nooyi, CEO is working on shifting
from a hierarchical structure to a dynamic, networked structure, acknowledging that
PepsiCo has to change (Colvin, 2012). This organization aggressively supports lead-
ership development and educational programs for all associates (PepsiCo, 2013). By
108 | Frazier
Complexity leadership generates innovation, learning, and adaptation of the organization
developing all associates the organization is able to make more globally responsible
decisions that affect the inter-organizational system in a positive way. Therefore, it is
vital for the organization and its leader to understand the influence that takes place
both inside and outside the organization.
Leaders may also apply network theory to assist in shaping the organization. Seg-
re (2004) explained network theory from a sociological viewpoint centering on the
structural examination of social networks, and looks at individuals, or actors, actions
as controlled by these networks. Moliterno and Mahony (2011) stated that the ac-
tors in a network of an organization are individuals, groups, or the organizations they
do business with. Kilduff and Brass (2010) expounded that there are main concepts
that make up an organizational social network. These ideas are: embeddedness, so-
cial relations, utility of network connections, and structural patterning (Kilduff & Brass,
2010). The actors in the network are embedded in a relational system (Rowley, 1997),
which connects and divides them (Kilduff & Brass, 2010). Kilduff and Brass (2010) ex-
plained that individuals rely on social networks to make essential choices that forge,
and renew social ties. A great example of this is when Nayar, former CEO of HCL Tech-
nologies, and his organization created the U & I portal, which produced transparency
and built trust, with questions going both ways, thus creating a social network within
the company that had an informal structure (Nayar, 2010).
Actor characteristics, agency, and cognition are all necessary parts of the value
of social connections (Kilduff & Brass, 2010). Cohesive networks offer chances for in-
A
s organizations transform from the traditional machine systems, to ones that
are viewed as a natural open system with fewer defined limits within its ex-
ternal environment, leaders must embrace the paradox of organizing (Macey,
2011). Organizations were once viewed as self-contained, today’s organization are
viewed as social structures that are influenced by dynamic systems of interconnect-
ed associations (Macey, 2011). Macey (2011) asserted that the paradox of organiz-
ing looks at organizations as open systems that react to the interdependence using
strategies like enactment and deviation. There are two parts to the paradox; first the
inflexible structures that are designed to solve issues have unintentional costs and
the resolutions experience an uncomfortable dualism because they are designed to
control as well as are influenced by the organizational environment (Macey, 2011).
For organizing to transpire, predictable influence and dependent embeddedness must
occur (Macey, 2011). Smith and Lewis (2011) proposed that the dynamic managerial
110 | Frazier
Complexity leadership generates innovation, learning, and adaptation of the organization
L
eaders today must shift away from viewing their organizations as machines,
to viewing them as complex knowledge centers that can generate innovation,
learning, and adaptation. The rules transpire as an unstructured order; they are
not initiated intentionally by one scheming mind (Lee, 2011). Instead everyone in the
organization plays a part in how rules are formed within the organizational system.
Organizations, which are systems, are made up of an assortment of sub-systems and
people with various freedoms for independent action (Wilson, 2009). These actions or
patterns are not always predictable, yet they can impact other sub-systems or people
inside the complex system, possibly changing its circumstances (Wilson, 2009). Com-
plexity from emergence of simplicity is complexity theory. Complexity theory uses the
living system with its non-linear ability to adapt and is founded on two concepts; how
sensitive the system is to its starting environments and the feedback from the system
(Wilson, 2009). Lee (2011) explained that the emergence of patterns comes from local
interactions. Complexity theory refers to relationships and patterns between the com-
ponents, and the randomness connected with working with individuals in a dynamic
organization or system (Wilson, 2009).
Great leaders make it easier for people to: connect, have different ideas, and have
disagreements (Wagner, 2011). Uncertainty, diversity, and rapid technology changes
are adding to complex organizational systems (Ilinitch, Aveni, & Lewin, 1996). The key
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Complexity leadership generates innovation, learning, and adaptation of the organization
Conclusion
I
n order to remain competitive in the global business world, organizations need to
change their systems which are run like machines where the top leaders decide
everything important, to dynamic systems of interconnected associations that are
able to change in ways that exceed the complex demands and expectations of today’s
organizations (Duin & Baer, 2010). Today’s leaders must change to dynamic systems,
where leaders change the structure, culture, the strategy, to meet the dynamic envi-
ronments they are in (Duin & Baer, 2010). A leader also must be aware of the dynamic
environments, both internal and external, so that the organization can adapt. As inter-
nal organizational methods become more complex, the external situations also have
become more complex creating conflicting demands, that leaders must respond to,
which can determine the organization’s destiny (Smith & Lewis, 2011). Organizations
were once viewed as self-contained; today’s organizations are viewed as social struc-
tures that are influenced by dynamic systems of interconnected associations (Macey,
2011). The paradox of organizing looks at organizations as open systems that react
to the interdependence using strategies like enactment and deviation (Macey, 2011).
By shifting away from viewing their organizations as machines, leaders can turn their
organizations into complex knowledge centers that can generate innovation, learning,
and adaptation. By embracing the complexity and working within it, organizations will
succeed in today’s complex market.
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Complexity leadership generates innovation, learning, and adaptation of the organization
116 | Frazier
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