ABSTRACT
The main contribution of this chapter is in creating a "technology" (the reflexive consultation group, facilitator, and shadow consultant) to explore and examine what was necessary to bring about a leadership transformation. In other circumstances, organizations usually change their leader and/or re-structure, without necessarily working at "what is going on" at a deeper level. Environmental turbulence may make it necessary to put into question the current structures of governance and customary ways of delivering services in order to mobilize the resources of the enterprise to respond effectively to what the client wants to experience within their own particular context. The learning system designed to support leadership efforts in this environment requires transformation of leadership style to include "not-knowing" as a primary value for collaborative discovery and future productivity. The learning system that was designed to support the leadership efforts of the CEO of this religious movement combines psychodynamic, systemic, and group relations concepts.
