ABSTRACT
This chapter explores action-centred leadership. It describes bureaucratic management theory. It explores distributed leadership. The chapter presents five forms of power they are legitimate power, reward power, expert power, referent power and coercive power. It describes learning organisations has five main features; systems thinking, personal progression, mental modelling, shared vision and group learning. The chapter explores that management by objectives (MBO) is the mutual definition of objectives by leaders and workers so both agree and understand what they need to do, then get on with achieving the objectives without question or much further direction. It explains motivation theory. The chapter explores that revisionist theory of leadership works alongside theories like distributed leadership in advocating that hierarchical position does not equate to greater knowledge or ability. It defines that systems thinking focuses on how the individual element interacts with other system elements and, rather than focusing on the individual, consideration should be on the interactions within and beyond the system.
