Comment: Senge’s vision aligns with Conversational Leadership, where leaders influence not through authority, but by engaging others in reflection, meaning-making, and co-creation.Our traditional view of leaders — as special people who set the direction, make the key decisions, and energize the troops — is deeply rooted in an individualistic and non-systemic world-view.
In a learning organization, the leaders’ role differs dramatically from that of the charismatic decision maker. Leaders are designers, teachers, and stewards.
These roles require new skills: the ability to build shared vision, to bring to the surface and challenge prevailing mental models, and to foster more systemic patterns of thinking.
In short, leaders in learning organizations are responsible for building organizations where people are continually expanding their capabilities to shape their future — that is, leaders are responsible for learning.
Credit: Peter Senge
Source: The Leader's New Work: Building Learning Organizations
(Sloan Management Review (Fall 1990), pp. 7-23)Posts: Peter Senge (1)
Quotations: Peter Senge (8)
- Knowledge Is the Capacity for Effective Action Peter Senge
- Leadership Is the Capacity of a Human Community to Shape Its Future Peter Senge
- Learning Is All About Connections Peter Senge
- People Don’t Resist Change They Resist Being Changed Peter Senge
- Reports Aren’t Knowledge Peter Senge
- Sharing Knowledge Is Not the Same as Information Sharing Peter Senge
- The After-action Review Is Arguably One of the Most Successful Organizational Learning Methods Peter Senge
- There Is No Capacity for Effective Action in a Database Peter Senge
Videos: Peter Senge (1)
Image Credits: Pixabay
(Pixabay)Leadership as a practice of convening necessary conversations—ones that often go unsaid. Coaching that supports clarity, presence, and more thoughtful ways of working together.