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Linking back to Bolman and Deal’s organisational frames, complexity can arise from such frames. The structural frame embraces multi-elements ranging from organisational size, age, process, environment, goals and strategies to workforce characteristics (Bolman & Deal, 2008). This is to say that these components are associated with one another while creating interrelationships in organisations. Bolman and Deal (2008) argue that the growth of size and age can cause complexity and problems if it is not congruent with the fine-tuning of roles and relationships. If the structure is overlooked, the organisation often misdirects its energy and resource, and this can lead to more complexities and less well-performances (Bolman & Deal, 2008). This argument can be well supported by Cameron and Green (2009) when they suggest that when designing, or restructuring organisations and cultural change initiatives can be very complicated when a large number of workforce are involved. This is because such evolutions include too many persons, many layers of routines, fields of focus and several factors that cannot be pre-thought out that can cause individuals to struggle, argue and work their ways to an unpredictable outcome (Cameron & Green, 2009). Therefore, understanding the complexity and a variety of design feasibilities can help create formal prototypes that work for both individuals and collective objectives (Bolman & Deal, 2008).

Moreover, the increasing rate of change in organisations needs leaders to be skillful and competent in order to deal with rapid, complex, unpredictable and nonlinear process of change. Fullan (2001) suggests that leadership must be more sophisticated when the society becomes more complex, while Scott (1999) confirms that for the survival of educational institutions, it is vital for leaders to have capability to manage complexity of change quickly and effectively when its pressures are increasing. Although the change within organisations creates complexity, uncertainty, anxiety and ambiguity, it stimulates and motivates leaders to have cognitive complexity to identify the complex pattern of relationships and develop creative solutions to problems (Yukl, 2002; Williams, 2002). Yukl (2002) further indentifies that high cognitive complexity enable a leader to see many shades of gray, and be able to identify complex pattern of relationships and predict future events from current trends.

Since complexity roots from various factors in organisations, it is vital, or perhaps, crucial for leaders, principles, even teachers to be conscious of such factors. They must recognize the complicated, uncertain, unpredictable and changing situations in order to make consistent decisions on what and when to do next, what direction to lead, and how many opportunities to allow (Levin, 2008). When these individuals begin to understand how complex process work, they can discharge themselves from overload managing, and begin to think about the different demands they should be fulfilling as leaders who encourage healthy, creative change to emerge (Cameron & Green, 2009).

Communication in an organisation is as equally important as another elements in forming the organisation that can comprehend, boost, and sustain effective change (本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。