An analysis of the contribution of leadership to organisational performance using complexity science

Purpose – The purpose of this paper 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.