Complexity of leadership

Complexity theory is a derivative of chaos theory that addresses the limitations of chaos theory. Like chaos theory, complexity theory is “a science of large interactive networks and nonlinear cause and effective” (Marion, 2002, p. 302). Unlike chaos theory, complexity theory accounts for the rational and deliberate changes systems make to their environments. The complex behavior in systems operates under cause and effect rules that allow for a degree of predictability and control. Both chaos theory and complexity theory “are about interactions among different actors and how that interaction generates both innovation and fitness” (p. 303).

While traditional theories focus on the material (for example, people) versus the immaterial (for example, task), complexity theory shows that people and tasks are not separate entities; they must be understood together. Social realities interact with material realities to fit with the environment. Complexity predicts that this adaptive interaction results from associations. This suggests that a significant role for leaders is to build and strengthen networks to facilitate fitness between the organization and the environment.

From the complexity perspective, mechanical leadership practices that advocate strong and visionary leadership “are wrong” because strong leaders “shut down” adaptable behavior through control. Under forceful leadership, “the group behavior can be no more creative” than the leader (Marion, 2002, p. 315). The effective leader is technically competent, manages and develops networks, cultivates interdependencies within and around the organization, and serves as a catalyst for change and adaptability. Making sense of complexity requires a systemic perspective that can recognize the nonlinear relationship between cause and effect.