Introducing a Systems and Vertical Approach to Developing Leaders
This chapter sets up an organising framework to develop leaders. It starts with a story of a graduate entrant and her experience as an emerging leader in a traditional company. The chapter extracts seven key learnings from the story, pointing to the demerits of the traditional leadership development approach (the traditional model fixated on cognitivism, succession rite, management, measurement, transmission-based learning, horizontal development, and power). The chapter goes on to develop two key insights about leadership development of the future. First, that developing leaders needs to embrace a whole systems approach to developing leaders including structures, connections, and mindsets. Second, future leadership development needs to break away from the organisational container so that leaders can learn to be more adaptive and responsive. This is presented as horizontal versus vertical leadership development.