Systemic leadership learning : learning to lead in the era of complexity / Morne Mostert, Ph.D.

Format:

Book

Author/Creator:

Mostert, Morne, author.

Language:

English

Subjects (All):

Business education.

Executives--Training of.

Executives.

Physical Description:

1 online resource (209 p.)

Edition:

1st ed.

Place of Publication:

Randburg, Republic of South Africa : Knowres Publishing, 2012.

Language Note:

English

Summary:

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."

Contents:

Praise for this book; Table of Contents; FOREWORD; ABOUT THE AUTHOR; PREFACE; THE MISSION: AN INTRODUCTION; 1 ARRESTED DEVELOPMENT; 1.1 LAW AND DISORDER: QUALITY ASSURANCE LACKS RETURN ON INVESTMENT (ROI) METRICS; 1.2 BOXED IS BETTER: BOARDS AND EXECUTIVES APPLY CONTROL RATHER THAN ORDER; 1.3 LEADERS WHO FOLLOW: LEARNING DEMANDS LEADERS; OPERATIONS DEMAND FOLLOWERS; 1.4 THE USUAL SUSPECTS: AN ANTIQUATED TABULA RASA APPROACH; 1.5 ACCIDENTAL TOURIST: LIMITED SYSTEMIC AWARENESS IN DEVELOPMENT PROGRAMMES; 1.6 GROUNDHOG DAY: HAVEN'T WE LEARNT THIS BEFORE?

2 THE THIN RED LINE: METHOD IN THE MADNESS2.1 FIDDLER ON THE ROOF: THE APPROACH; 2.2 A PERFECT STORM: SEEKING VALIDITY IN A SYSTEM OF CHAOS; 2.3 IT TAKES A THIEF: FIELD WORK THROUGH PERSONAL EXPERIENCE; 2.3.1 Learning management; 2.3.2 Train-spotting: learning facilitation; 2.3.3 Honour among thieves: consultation on the original idea; 3 THE BIG IDEA; 3.1 BETTER TO LIGHT A CANDLE; 3.1.1 First light: towards working definitions; 3.1.1.1 Systemic: it is all connected; 3.1.1.2 Leadership: everybody wants to rule the world; 3.1.1.3 Learning: eternal sunshine of the spotless mind

3.1.1.3.1 Knowledge Transience Map3.1.1.3.2 The mother of invention: Learning and Innovation; 3.1.1.3.3 Idea Appreciation Continuum; 3.1.1.4 Systemic Leadership Learning (SLL); 4 FOUR WEDDINGS AND A FUNERAL; 4.1 A FEW GOOD MEN (AND WOMEN): THE LEADER AS SYSTEM; 4.1.1 Fatal attraction: the Entrenchment Curve; 4.1.1.1 Stir crazy: the Authority Paradox; 4.1.1.2 Goodfellas: the responsibility of the leader in SLL; 4.1.1.3 Learning Outcome Parameters Assessment; 4.2 THE EMPIRE STRIKES BACK: THE ORGANI-SATION AS SYSTEM; 4.2.1 Great and mutual expectations

4.2.2 Double indemnity: the responsibility of the organisation4.2.3 Apocalypse now: the Al-Aima Bridge Effect; 4.2.4 Dances with wolves: the role of organisational culture; 4.3 SENSE AND SENSIBILITY: THE LEARNING CONTENT AS SYSTEM; 4.3.1 The nature of learning content as system; 4.3.2 Proximity Perception Trap; 4.3.3 Learning content as system inputs; 4.4 THE PHANTOM MENACE: THE FACILITATOR AS SYSTEM; 4.4.1 A rebel without causality: the responsibility of the facilitator; 4.4.2 Qualitative delivery criteria for facilitation in SLL; 5 PAINTING A THOUSAND WORDS; 6 TWISTER

7 ANATOMY OF A LEADER AS STUDENT7.1 CLOSE ENCOUNTERS OF THE PREFERRED KIND: THE REALITY OF THE LEADER; 7.1.1 A room with multiple views: perceptual positions; 7.1.1.1 A streetcar named: Fear and Desire; 7.1.1.2 Pride and prejudice: Perception and Reality; 7.1.1.3 Secrets and lies: Barriers and Enablers; 7.1.1.4 Prince of tides: Rigidity and Fluidity; 7.1.1.5 The awful truth: Self-consciousness and Self-awareness; 7.1.1.6 No country for old ideas: Degree of Change; 7.2 INDEPENDENCE DAY: THE LEADER'S PERSONAL RESPONSIBILITY; 7.2.1 Rain Man: a Learning Need Locator

7.2.2 From here to eternity: Impact Scope Analysis

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed August 4, 2015).

ISBN:

1-283-84995-X

1-86922-201-6

OCLC:

823283753