ABSTRACT
The programme consists of a series of mainly one-day workshops exploring leadership in an experiential and broadly critical way. The encouragement of participants on leadership development programmes to reflect on practice is ubiquitous, yet the quality and focus of this activity is often superficial and instrumental. This chapter describes the need to avoid the potential for leadership development programmes to become little more than what Edgar Schein. It explores organising and leading as complex responsive processes of relating. The chapter explains the importance of the capacities of sense-making, reflexivity and practical judgement. The fundamentally challenges mainstream perspectives of leadership based on individual psychology and leadership development interventions based on narrow conceptions of power and what it means to be self-aware. The chapter also explores the use of Action Learning Sets in leadership development programmes and argues that there is much in Revans' original philosophy to support the exploration of paradox.
