ABSTRACT
This chapter investigates how systems thinking can be used in change processes. Systems thinking applied to leadership brings in the leader as an observing and acting system. Systems thinking uses many models, methods and tools to address problems and phenomena. The focus of the approach is that it is the whole system that is examined, and consequently, fragmentation is avoided. Systems thinking consists of distinct, yet related, theories and applications for various problems and phenomena in social systems. Society may be viewed as consisting of social systems, such as, the healthcare system, the educational system, the defence system, and so on. The chapter shows an example of an organizational design that limits but also facilitates possibilities for systemic leadership. Systemic failures are linked to systemic risks, which in turn are linked to systemic leadership. Systemic leadership is based on how the organization as a whole operates.
