Abstract
Purpose - The objective is to explore the leadership tasks at the different hierarchical levels in the organisation in terms of the teleological approaches to complexity science.Design/methodology/approach - It is based upon a theoretical discussion linked to conceptual and managerial frameworks in conjunction with a conceptual analysis. Findings - The introduced conceptual and managerial frameworks provide a foundation to the understanding of organisational performance. They also strive to offer a foundation of understanding to management and leadership and how they complement each other.Research limitations/implications - It is not easy to empirically substantiate complexity in conceptual and managerial frameworks. The authors use teleological approaches of complexity science in an unorthodox way that need validation in a broader context offering opportunities for further research.Practical implications - We need to think differently about organisational performance and how we present and reflect on information that appears to be ‘linear’ although it is not necessarily the case.Originality/value - The paper contributes to an alternative assessment organisational performance. It endeavours to reflect on the complexity of organisations and taking into account a pluralistic approach that synthesises a variety of perspectives, including a bottom-up approach to problem solving.
Purpose - The objective is to explore the leadership tasks at the different hierarchical levels in the organisation in terms of the teleological approaches to complexity science.Design/methodology/approach - It is based upon a theoretical discussion linked to conceptual and managerial frameworks in conjunction with a conceptual analysis. Findings - The introduced conceptual and managerial frameworks provide a foundation to the understanding of organisational performance. They also strive to offer a foundation of understanding to management and leadership and how they complement each other.Research limitations/implications - It is not easy to empirically substantiate complexity in conceptual and managerial frameworks. The authors use teleological approaches of complexity science in an unorthodox way that need validation in a broader context offering opportunities for further research.Practical implications - We need to think differently about organisational performance and how we present and reflect on information that appears to be ‘linear’ although it is not necessarily the case.Originality/value - The paper contributes to an alternative assessment organisational performance. It endeavours to reflect on the complexity of organisations and taking into account a pluralistic approach that synthesises a variety of perspectives, including a bottom-up approach to problem solving.