Systemic Leadership Learning : Leadership Development in the Era of Complexity.
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| Online Access: |
Full text (MCPHS users only) |
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| Main Author: | |
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Knowres Publishing,
2012
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| Subjects: | |
| Local Note: | ProQuest Ebook Central |
Table of 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.
