Systemic Leadership Learning: Leadership Development in the Era of Complexity (PDF E-book)

  • ID: 2903263
  • Book
  • 210 pages
  • Knowledge Resources
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Systemic Leadership Learning presents a radical and powerful new approach to the development of leaders that integrates four key systems, namely, the leader, the organisation, the learning content and the facilitator, in the learning process with four primary fields of study required for effective leadership In a sense, it presents the “quantum curriculum” necessary to advance the study of leadership and the abilities of organisations, coaches, facilitators and consultants to grow the essential leadership capacity for sustainability.

“We Live in a world whose complexities are only now onsciously affecting us To lead and develop leaders in this complex world calls for ‘simplicity on the other side of complexity’ This book is a serious effort to achieve that goal” Frik Landman, CEO of University of Stellenbosch Business School Executive Development.

Dr Morne Mostert is an international leadership development specialist He is the founder of Leadership Options, whose clients include market-leading companies in South Africa and abroad He is a member of the Council of the Da Vinci Institute and a member of faculty at the Stellenbosch University Business School Executive Development.
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FOREWORDv
ABOUT THE AUTHORvii
PREFACE viii
THE MISSION: AN INTRODUCTIONxiii
1 ARRESTED DEVELOPMENT
11 Law and disorder: quality assurance lacks return on investment (ROI) metrics
12 Boxed is better: boards and executives apply control rather than order
13 Leaders who follow: learning demands leaders; operations demand followers
14 The usual suspects: an antiquated tabula rasa
approach
15 Accidental tourist: limited systemic awareness in development programmes
16 Groundhog Day: haven’t we learnt this before?
2 THE THIN RED LINE: METHOD IN THE
MADNESS
21 Fiddler on the roof: The Approach
22 A perfect storm: seeking validity in a system of
chaos
23 It takes a thief: field work through personal
experience
231 Learning management
232 Train-spotting: learning facilitation
233 Honour among thieves: consultation on the original idea
3 THE BIG IDEA
31 Better to light a candle
311 First light: towards working definitions
3111 Systemic: it is all connected
3112 Leadership: everybody wants to rule the
world
3113 Learning: eternal sunshine of the spotless
mind
31131 Knowledge Transience
Map
31132 The mother of invention:
Learning and Innovation
31133 Idea Appreciation
Continuum
3114 Systemic Leadership Learning (SLL)
4 FOUR WEDDINGS AND A FUNERAL
41 A few good men (and women): the leader as system
411 Fatal attraction: the Entrenchment Curve
4111 Stir Crazy: The Authority Paradox
4112 Goodfellas: the responsibility of the leader in
SLL
4113 Learning Outcome Parameters
Assessment
42 The empire strikes back: the organisation as system
421 Great and mutual expectations
422 Double indemnity: the responsibility of the
organisation
423 Apocalypse now: The Al-Aima Bridge
Effect
424 Dances with wolves: the role of organisational
culture
43 Sense and sensibility: the learning content as
system
431 The nature of learning content as system
432 Proximity Perception Trap
433 Learning content as system inputs
44 The phantom menace: the facilitator as system
441 A rebel without causality: the responsibility of the
facilitator
442 Qualitative delivery criteria for facilitation in SLL
5 PAINTING A THOUSAND WORDS
6 TWISTER
7 ANATOMY OF A LEADER AS STUDENT
71 Close encounters of the preferred kind: the reality of the
leader
711 A room with multiple views: perceptual positions
7111 A streetcar named: Fear and Desire
7112 Pride and prejudice: Perception and
Reality
7113 Secrets and lies: Barriers and Enablers
7114 Prince of tides: Rigidity and Fluidity
7115 The awful truth: Self-consciousness and
Self-awareness
7116 No country for old ideas: Degree of
Change
72 Independence Day: the leader’s personal
responsibility
721 Rain Man: a Learning Need Locator
722 From here to eternity: Impact Scope Analysis
723 The sum of all fears: strategic awareness
7231 Scenario Dependency Matrix
7232 Lost in translation: customer
concerns
724 Field of dreams: operationalisation
7241 Emphasise
7242 De-emphasise
7243 Ignore
7244 Delete
73 Horrible bosses: learning system levels
74 Dangerous liaisons: System Dependency Analysis
741 Direct and indirect impact
742 Sources of dependency
743 Types of dependency
8 ALL THE KING’S MEN
9 THE REMAINS OF THE DAY: SLL AS IT MIGHT BE
10 REFERENCES
11 Index
12 Praise for this book
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