This is the first in a series of articles on systems leadership from Sara Beckman and David Slocum. Linear versus non-linear thinking and causality is just one of the contrasts that helps us to illuminate systems thinking. Read More.
In our second entry, we begin our examination of the “Great Man Myth” that persists in much of the contemporary study of leadership thinking and action. Read more.
In our third installment, we extend the critical discussion of the “Great Man Myth” and formulates an alternative view of collective and everyday leadership, “The Systems Leader.” Read more.
In this fourth entry, we explore Sensemaking as a crucial means for the Systems Leader to adapt to and address the dynamic changes in these interdependent systems. Read more.
In this fifth installment, critical attention turns to the corresponding Selfmaking that leaders must also engage in as they attain new understandings of themselves and co-evolve with changing situations. Read more.
In this piece, Sara Beckman and David Slocum examine how emotional intelligence, mindsets, learning, and growth shape human relationships and enable the Systems Leader to guide project, team, and organizational success. Read more.
In this piece, Sara Beckman and David Slocum refer to the dynamic and active processes of working toward solutions or pursuing other opportunities as Solutionmaking. Read more.