According to Stacey (2007), it was suggested that leaders disconnected from the context of organizations and creating visions and plans disregard input from agent’s results in pushing the systems away from their desired states, and therefore increases anxiety in organizations. According to Schein (2004), depicted that context of organization is made of deeper assumptions driving attitude at the level of sub-conscious with values influencing work daily and rituals physically defining the work known as artefacts (Kelley, 2008). Through acknowledging the influence of leadership attitude within the context of organizations, leaders can properly work with the complicated variables of people, personality and other system agents to aid in the appropriate solutions development and organization trajectories. A gap is present between the manners wherein scholars of leadership and scholars of organization culture result in conceptualizing the innovation and organization life creation. Complexity theory of leadership in turn provides a lens by which such a gap results in narrowing through combination of dynamic leadership and culture that impacts each other instead of being discrete.
Having distinct lens result in lending further insights in the organization realities has been stated by Lord, (2008). It was not addressed by current leadership methodologies of research.
Complexity leadership: This is another form of leadership which is of much significance to the creative entertainment industry. This is a new organization leadership paradigm. This is the 4th conceptual framework of leadership, which emerged for challenging assumptions long-held such as the primary leader behaviour should be controlled and commendable (Lawson, 2006). This has emerged to challenge the assumptions long-held that the leader’s primary behaviour should be controlled and commanded. Such framework is complicated leadership that is featured through leadership emergence, facilitating, adapting and uncertainties.