ABSTRACT
Third Generation Leadership is fully cognisant of the need to run organisations profitably. There is no conflict between economic success and Third Generation Leadership. A Third Generation Leadership in an oil drilling operation would seek to have detailed and appropriate contingency plans ready for immediate implementation in the event of accidents occurring. The key behaviours that people need to learn in order to operate in a Third Generation Leadership manner are those which enable people to focus their brains' areas of control in the blue zone rather than the red zone. Such a shift enhances their ability to find innovative and new solutions to present and emerging problems. Third Generation Leadership sees the overall interaction between all the systems at play both in the short term and the very long term and then seeks, in practice as well as in theory, to ensure that any negative implications are minimised both now and in the future.
