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Leading changeA guide to whole systems working$
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Margaret Attwood

Print publication date: 2003

Print ISBN-13: 9781861344496

Published to University Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781861344496.001.0001

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date: 17 August 2017

Leadership: keeping the big picture in view

Leadership: keeping the big picture in view

Chapter:
(p.57) Four Leadership: keeping the big picture in view
Source:
Leading change
Author(s):

Margaret Attwood

Mike Pedler

Sue Pritchard

David Wilkinson

Publisher:
Policy Press
DOI:10.1332/policypress/9781861344496.003.0004

This chapter contends that ‘hero leadership’ cannot be successful in tackling ‘wicked’ or intractable problems. It suggests leadership as something for the many rather than the few ‘top’ people. The chapter explores the processes involved in leading across ‘whole systems’ – assisting sense-making, establishing ‘holding frameworks’, using collective intelligence, and so on – and some of the paradoxes with which leaders must grapple. It also suggests that images of organisations – as machines, networks, jazz groups, or flocks of birds – have significant influence on the expectations of leaders. Lastly, the chapter points the way to the link between leadership and whole systems ‘public learning’ processes.

Keywords:   hero leadership, public learning, whole systems, sense-making, organisations

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