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Systems Leadership

Why Systems Leadership?

The Great Man Myth: Part 1

The Great Man Myth: Part 1

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.

The Great Man Myth: Part 1

The Great Man Myth: Part 1

The Great Man Myth: Part 1

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.

The Great Man Myth: Part 2

The Great Man Myth: Part 1

Sensemaking & Systems Leadership

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.

Sensemaking & Systems Leadership

Relationships, Learning, and Growth: The Systems Leader

Sensemaking & Systems Leadership

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.

Selfmaking & Systems Leadership

Relationships, Learning, and Growth: The Systems Leader

Relationships, Learning, and Growth: The Systems Leader

 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.

Relationships, Learning, and Growth: The Systems Leader

Relationships, Learning, and Growth: The Systems Leader

Relationships, Learning, and Growth: The Systems Leader

 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.

Sollutionmaking: The System Leader's Complement to Sensemaking

Sollutionmaking: The System Leader's Complement to Sensemaking

Sollutionmaking: The System Leader's Complement to Sensemaking

 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.

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