Harrison Owen talks about "Authentic Leadership" as the leadership which emerges out of the self organising system at the conjuction of passion and responsibility.
Then there's "Formal Leadership" related to specified roles in organisations. Formal leadership may exhibit the character of authentic leadership and can either encourage or hinder the emergence of authentic leadership in the system. So - what the implications of this for the way we do "Leadership training and development", particularly within those larger organisations that often have quite large budgets and staff in special departments dedicated to this purpose? What is useful in what we currently do which we'd want to keep? What would we throw away? What new or different approaches might we introduce? Anyone up for a conversation? Michael Wood Perth, Western Australia * * ========================================================== osl...@listserv.boisestate.edu ------------------------------ To subscribe, unsubscribe, change your options, view the archives of osl...@listserv.boisestate.edu: http://listserv.boisestate.edu/archives/oslist.html To learn about OpenSpaceEmailLists and OSLIST FAQs: http://www.openspaceworld.org/oslist
