ABSTRACT

The new edition of this influential and bestselling book is concerned with how people come together to achieve a productive purpose. Survival and success in business and social terms have always depended upon our ability to form and sustain social organisations. People have a deep need to be creative and to belong. By creating positive organisations we can fulfil these needs and build a worthwhile society. One of the failures of organisations is precisely the lack of efficient and effective social organisation, which is what this whole book is about. Poor social organisation, including poor leadership, are major drivers of poor productivity and lead people to give up or retreat into a minimalist approach of just doing what is needed to get by and survive.

The authors provide a language for developing, discussing, thinking and working with propositions about organisations and management. They do not tell you what decision to make but rather present tools to help you consider, analyse and predict the consequences of your decisions.

This new edition is much broader in its application areas – public, private and not-for-profit sectors. It contains new models and propositions with regard to types of social organisation, domains of work and the nature and use of authority. It contains a range of new case studies, and throughout looks at how these ideas can be used to achieve an organisation’s purpose while encouraging creative working. It is not a book about fads or fashion but an integrated approach that offers the user the benefit of foresight.

part 1|41 pages

Systems Leadership: Why the Title?

chapter |4 pages

Introduction to Part 1

chapter 1|8 pages

What Use is Theory?

chapter 2|5 pages

What is Work?

chapter 4|6 pages

Social Process and Authority

chapter 5|5 pages

Types of Social Organisation

part 2|32 pages

The Six Principles of Behaviour: Core Concepts of Systems Leadership

chapter |2 pages

Introduction to Part 2

chapter 6|28 pages

The Six Principles of Behaviour

part 3|69 pages

Understanding Organisations

chapter |2 pages

Introduction to Part 3

chapter 7|8 pages

Meritocracy

chapter 8|14 pages

Human Capability

chapter 9|19 pages

Levels of Work Complexity

chapter 10|16 pages

Organisational Structure and Authorities

part 4|70 pages

The Work of Leadership

chapter |1 pages

Introduction to Part 4

chapter 12|12 pages

The Work of Leadership: Creating a Culture

chapter 13|25 pages

Leadership, Policy and Systems

chapter 14|12 pages

Task Formulation and Assignment

chapter 15|16 pages

Teams and Teamwork

part 5|110 pages

Making Change Happen

chapter |1 pages

Introduction to Part 5

chapter 17|18 pages

How to Design Systems

chapter 19|12 pages

Creating High-Performance Teams

chapter 20|33 pages

So What? What Difference Has This Made?

chapter 21|5 pages

Implementation: Discipline or Dogma?

chapter 23|2 pages

SLT and Other Approaches: A Summary

chapter |2 pages

Conclusion: The Benefit of Foresight