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Systemic Leadership Learning by Dr Morne Mostert - We Read For You

Systemic Leadership Learning by Dr Morne Mostert - We Read For You



In his book Systemic Leadership Learning, Dr Morne Mostert presents a radical and powerful new approach to the development of leaders that integrates four key systems, namely the leader, the ...

In his book Systemic Leadership Learning, Dr Morne Mostert 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 the four primary fields of study required for effective leadership. This fresh perspective on the development of leaders can be viewed as the 'quantum curriculum' necessary to advance not only leadership studies, but also to
improve the abilities of organisations, coaches, facilitators and consultants and thereby grow the essential leadership needed for sustainability.

This session of We Read For You was presented by Dr Morne Mostert.



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    Systemic Leadership Learning by Dr Morne Mostert - We Read For You Systemic Leadership Learning by Dr Morne Mostert - We Read For You Presentation Transcript

    • Systemic Leadership Learning By Dr Morne Mostert With gratitude Prof Roy Marcus Dr Francois HugoYour partner in world-classbusiness learningDate: 19 March 2013
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    • Praise for this book “Systemic Leadership Learning shows innovative ways of developing leaders who can cope with the ‘perfect storm’. A big leap forward in learning methodologies for business education and consulting.” Prof. John Pourdehnad, Associate Director of the Ackoff Collaboratory for Advancement of Systems Approaches at the Wharton School, University of Pennsylvania “…supports the building of leadership capability in Africa by assisting leaders in effectively navigating the complexity of Africa. This helps both the organization and the leader to deliver enhanced performance improvement and sustainable ROI.” Tracy Pienaar, Head of Learning & Development in Africa, Standard Bank. “Systemic Leadership Learning offers a methodology for both leadership development and professional services that changes the way we create, develop and nurture effective leaders in industry today.” Dr. Steven Shepard, President of Shepard Communications Group, Adjunct Professor at USC Marshall School of Business 5
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    • The problem • Global HC report PWC March 2006, 15 000 organisations: – no clear indication that enhanced performance is arising from the considerable investment in leadership development, p.4 – new approaches to leadership development are required, p.5 • Executive education happens in boxes, e.g. Finance, HR, Strategy, Law, Operations, Marketing, etc. • The best, brightest and most talented are selected from among thousands; the “best” of these promoted to management, and the select few are then asked to “listen” during training, and “do” during performance • As a result, leaders – Don’t learn optimally, because their reality is often not examined? – Don’t lead optimally, because they lead in pre-prepared boxes“Fortunately my education has had no effect on me whatsoever.” Oscar Wilde 8
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    • The problem (2)Leadership As any training organisation knows… HR Training Dept CONTENT DOMINATES Provider Facilitator Leader Staff/Process 10
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    • 4.7.2 15
    • Towards Requisite Thought Architecture (RTA) For Immediate, rapid conceptual prototypingwith systemic implications 16
    • Systems Leadership Learning/ Psychology Sociology BusinessScope Thinking EducationDefinition Systems Thinking 6. Leading 11. 16. The 21. 26. The systems Educational psychology of Sociological business Systems systems systems world as a system Leadership 1.Systemic 12.Education 17. The 22. 27. The leadership al Leadership psychology of Sociological business of leadership leadership leadership Learning/ 2. Systemic 7. Leadership 18. 23. 28. The Education Learning Education Psychology of Sociological business of education education education Psychology 3. Systemic 8. Leadership 13. 24. 29. The psychology in psychology Educational Sociological business of psychology dimensions psychology of psychology Sociology 4. Systemic 9. Leadership 14. 19. 30. The sociology in Sociology Educational Psychological business of Sociology dimensions of sociology sociology Business 5. Systemic 10.Leadership 15. Education 20. The 25. The Legend: business in business for business psychology of sociology of thinking and business business Central operations Intermediate 17 Peripheral
    • Literature review: Content1. Leadership2. Systems Thinking3. Learning4. Story5. Qualitative Research in Mode 2 Knowledge Production 18
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    • Integrating four systems Learning content Leader SLL Organisation “Facilitator” 20
    • Leader asmultidimensionalsystem• all leaders holdpositions on alldimensions,simultaneously 21
    • ™Entrenchment curve Financial freedom and authority Supra-system freedom and authority 22
    • ™Authority ParadoxLevel ofauthority Scope of authority (& client contact) 23
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    • Al-Aaimmah bridge effect © • 31 Aug 2005, over Tigris river in Baghdad 1000 die in stampede • Fearing rumour on other side due to finger pointing of suspected suicide bomber • They forced their way back to origins (bridge that had closed, and only opened inward on the other side) and “self- destructed” as a result • Competitors caused death through fear and self-destruction, without any weapons or fighting • The Al-Aaimmah Bridge effect: When an organisation self- destructs due to irrational fear of the outside world and an overly inwardly focus 25
    • Proximity Perception Trap • The observer assumes a link - often a causal relationship – between two events, changes or entities simply because they are in proximity of one another, based upon similarity in – chronological timing – shape, size or appearance – context or conditions – origin • Flawed implication that problem and solution are contiguous, thus masking underlying problems 26
    • The privilege of working with the minds of leaders 27
    • Idea Appreciation Continuum© 1. Aesthetic elegance • “innovative, insightful, creative” 2. Schematic resonance • agreement, philosophical match, “I agree” 3. Contextual relevance • I agree, and it is relevant for one or more areas of my life/identity, “Yes, where I work that also happens.” 4. Opportunity • Relevant, and I could… 5. Responsibility • I could, and I should/have to/need to… 6. Application • I should, so I will/ how do I…? 28
    • System Dependency Analysis 29
    • SLL TheorySupra-model Legend • Systems • Fields of studyCopyright Leadership Options 2012 30info@leadershipoptions.co.za
    • Molecule/ Fractal/ Mandala 31
    • Thank youConclusions? 32 morne@leadershipoptions.co.za
    • http://slltheory.ning.com/ JOIN online! Or contact morne@leadershipoptions.co.za