1;Contents;6 2;Introduction;14 3;1 Key Assumptions Underpinning a Systems Approach to Leadership;17 3.1;1.1 Introduction;17 3.2;1.2 High Complexity and Uncertainty in Organisations Today;17 3.3;1.3 Naturalistic World View;18 3.4;1.4 The Dynamics of "Actual Practice";19 3.5;1.5 Individual Functioning and Cognition;20 3.6;1.6 Three Levels of Simplicity;22 3.7;1.7 Holistic Thinking and Systems Methods;24 3.8;1.8 Optimising An Entity;25 3.9;1.9 Your Own Practice;26 3.10;1.10 Conclusion;27 4;2 A Systems Approach to Leadership Overview;28 4.1;2.1 Introduction;28 4.2;2.2 A Systems Approach to Leadership Overview;29 4.3;2.3 Understanding a Systems Approach to Leadership;30 4.4;2.4 Fundamental Assumptions;31 4.5;2.5 Systems Models and Methods;32 4.6;2.6 Adaptive Systems Model;33 4.7;2.7 Cognition-Systems Model of Organisation Performance;33 4.8;2.8 Achieving Goals in High Complexity Environments;35 4.9;2.9 Strategy / Approach;36 4.9.1;2.9.1 Performance;36 4.9.2;2.9.2 Whole System Development;37 4.9.3;2.9.3 Leaders as System Builders;37 4.9.4;2.9.4 Continuous Development;37 4.9.5;2.9.5 Multiple Methods;38 4.10;2.10 The Cognition-Systems Method;38 4.11;2.11 Individual and Organisational Actions Strategies, Processes and Skills;39 4.11.1;2.11.1 Preparing Yourself for the Journey;40 4.11.2;2.11.2 Naturalistic Enquiry;40 4.11.3;2.11.3 Critical Reflection and Learning;40 4.11.4;2.11.4 Whole System Diagnosis and Adaptive System Organisation Design;40 4.12;2.12 A Systems Approach to Leadership Outcomes;40 4.12.1;2.12.1 Competitive Advantage;41 4.12.2;2.12.2 In Depth (Not a Quick Fix);41 4.13;2.13 Conclusion;41 5;3 Two Different Worlds;43 5.1;3.1 Introduction;43 5.2;3.2 A Naturalistic Environment;44 5.3;3.3 A Deterministic Environment;46 5.4;3.4 Underpinning Assumptions;48 5.5;3.5 Using Both World Views;51 5.6;3.6 Conclusion;52 6;4 Holistic and Reductionist Approaches;53 6.1;4.1 Introduction;53 6.2;4.2 Reductionist Approaches and Organisations;54 6.3;4.3 Mismatching Situation and Approach;54 6.3.1;4.3.1 Holistic Approaches in a Naturalistic Situation;55 6.3.2;4.3.2 Holistic Approaches in a Deterministic Situation;55 6.3.3;4.3.3 Reductionist Approaches in a Deterministic Situation;55 6.3.4;4.3.4 Reductionist Approaches in a Naturalistic Situation;56 6.4;4.4 Optimising Complex Systems;58 6.5;4.5 A Low Performance Dynamic;59 6.6;4.6 A High Performance Dynamic;61 6.7;4.7 Conclusion;61 7;5 Features of a Naturalistic Environment;63 7.1;5.1 Introduction;63 7.2;5.2 Inherently Unknowable;63 7.3;5.3 Probabilistic;64 7.4;5.4 Highly Interconnected;66 7.5;5.5 Related to Consciousness and Mind;68 7.6;5.6 Various Forms of Human System;69 7.7;5.7 Dynamics and Emergence;70 7.8;5.8 Conclusion;71 8;6 Systems Methods;72 8.1;6.1 Introduction;72 8.2;6.2 Order and Organisation in the Natural World;72 8.3;6.3 Systems and Related Methods;73 8.4;6.4 General Systems Theory;74 8.5;6.5 Systems Concepts and Principles;75 8.5.1;6.5.1 Outcomes Result From System and Environment;76 8.5.2;6.5.2 Adaptive Systems Model;77 8.5.3;6.5.3 Optimisation;77 8.5.4;6.5.4 Emergence;77 8.5.5;6.5.5 Requisite Variety;78 8.5.6;6.5.6 Redundancy;78 8.5.7;6.5.7 Recursion;78 8.5.8;6.5.8 Equifinality;78 8.5.9;6.5.9 System Evolution;79 8.5.10;6.5.10 Natural Limits;79 8.5.11;6.5.11 Far From Equilibrium Systems;79 8.6;6.6 Conclusion;82 9;7 An Adaptive Systems Model;83 9.1;7.1 Introduction;83 9.2;7.2 Adaptive Systems Model Overview;83 9.2.1;7.2.1 Essential Functions (Operations);84 9.2.2;7.2.2 Regulation;86 9.2.3;7.2.3 Coordination;87 9.2.4;7.2.4 Strategy;88 9.2.5;7.2.5 Purpose;89 9.2.6;7.2.6 Natural Tendencies;89 9.2.7;7.2.7 Knowledge, Learning and Adaptation;90 9.3;7.3 Integrating the Parts into a Whole;90 9.4;7.4 System Dysfunction;91 9.5;7.5 Recursion;91 9.6;7.6 Limitations;92 9.7;7.7 Conclusion;92 10;8 The Cognition-Systems Model of Organisation Performance;93 10.1;8.1 Introduction;93 10.2;8.2 Layers Influencing Performance;93 10.3;8.3 Organisation Performance Defined;94 10.3.1;8.3.1 Stakeholders;9