ABSTRACT
This chapter considers the kinds of people we might be looking for systems leadership. It distinguishes between leadership development and leader development, before exploring the nature of adult learning. The chapter presents a set of limiting leadership mind-sets. It examines what is needed in order to learn systems leadership before offering ideas on the appropriate design of learning and development, the need for a learning architecture and the potential ‘ingredients’ that might form part of the mix. Techne can be fostered via a virtuous learning cycle. Learning is focused on seeking improvements for service users and communities, with the result that both the individual learner and their colleagues perceive it as both relevant and easier to apply. Leaders in health and social care are largely mature adults. Adult learning is properly understood as an organismic or natural ‘living’ process, rather than as an ego-driven process. Inferring is largely an automatic and unconscious human learning process.
