The emergent field of complexity science provides a substitute leadership strategy for a chaotic, complex business environment. Complexity science can be used as an essential management tool and can be applied suitably in different types of environments, such as healthcare and business. Managements that employ complexity science provide an opportunity for a chaotic organizational environment to concentrate less on prediction and control but rather on developing relationships and fostering conditions that allow complex adaptive systems to evolve and produce more positive outcomes. This paper analyzes how concepts of complexity theory relate to leadership.
Self-organization is a key concept in complexity science and promotes behavior evolution through leadership guidance. It involves processes where individual parts of the organization organize to accomplish a certain activity. Self-organization involves a drive guided by external sources towards great complexity and often shaping the internal organization. This drive is a dynamic movement that offers authentic suggestions or actions to solve certain issues in the organization (Baltaci & Balci, 2017) . Adaptive leadership is driven by self-organization through the human zeal to provide a solution to specific problems. Heifetz et al. (2009) noted that complexity in leadership calls for leaders who guide rather than authorize, which is the whole concept of self-organization. This means that self-organization helps managers become guides to their subordinates, promoting the evolution of behavior that results from the interaction between individuals instead of leaders defining good behavior in advance.
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The interdependence concept promotes interdependent leadership, which fosters better decision making. Interrelatedness can be defined as the influence of a system component to another. In organizations, complexity is relatives and varies with the number of systems, the relationship, and type of relations. In organizations, concepts and individuals are often related to one another. Leaders have the responsibility to create an environment that fosters interrelation, fostering better decision-making in organizations. According to Heifetz et al. (2009), leaders should create an interrelated group where problems are shared with the junior staff to increase the input, enabling rapid decision-making and solutions. An increase in input helps identify unseen faults and rectify them.
The adaptation concept promotes adaptive leadership, which has a resonant outcome in an organization. In complex systems, adaptive leadership's main objective is to reach resonance in subordinates. According to Baltaci and Balci (2017), adaptive leadership focuses on individuals rather than complex systems. Also, Heifetz et al. (2009) notes that, adaptation results in mobilization of individuals in the organization to manage tough challenges and manages to emerge triumphantly. The adaptation concept requires adaptive leaders to implement new strategies and techniques to overcome organizational challenges. Adaptive leaders must understand that the organization's challenges could either be adaptive or technical, where both require different approaches (Heifetz, Grashow, & Linsky, 2009) . Adaptive leaders have pre-determined responses for technical challenges, while adaptive challenges demand the expertise of adaptive leaders to define the problem, and they influence colleagues and subordinates to develop solutions.
Emergence helps leaders create a system with unique attributes that unavailable in the sum of its parts. Leaders aim to increase efficiency by redirecting and influencing systems to align with the planned organizational goals. Effective leaders apply effective system models to increase their understanding of system dynamics and create environments that foster the emergence of the desired outcome (Siemens, Dawson, & Eshleman, 2018) . This leadership promotes creativity and adaptability, which is the crucial proper functionality of the organization.
Conclusively, the emergent complexity science field plays a significant role in improving business performance. Through its models, discusses, it helps improve decision making in organizations to increase efficiency and develop better solutions despite complex challenges. Managers should consider implementing this theory in leadership to substitute the traditional models of leadership.
References
Baltaci, A., & Balci, A. (2017). Complexity Leadership: A Theoretical Perspective. International Journal of Educational Leadership and Management, 5 (1), 30-58. doi:10.17583/ijelm.2017.2435
Heifetz, R., Grashow, A., & Linsky, M. (2009). Adaptive Leadership. Boston, MA: Harvard Business School Publishing.
Siemens, G., Dawson, S., & Eshleman, K. (2018). Complexity: A Leader's Framework for Understanding and Managing Change in Higher Education. Educause Review . Retrieved from https://er.educause.edu/articles/2018/10/complexity-a-leaders-framework-for-understanding-and-managing-change-in-higher-education
