ABSTRACT
This chapter and the next four deal with the route to headship. It begins with understanding and insights from a number of sources on leadership knowledge and how it is used and acquired. Professional knowledge is more than a series of facts and thus some understanding of its nature is necessary to appreciate why it is so difficult to acquire. Since the knowledge that is acquired depends upon individual perception and the nature of existing knowledge this will be different for each individual. This is the constructivist view of learning. To provide more systematic ways of viewing organisational events, we present four theoretical frameworks.
