Systems thinking leadership: New explorations for school improvement

Shaked, Haim; Schechter, Chen

doi:10.1177/0892020620907327

Cited by 33 publications

(21 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In terms of systems-thinking, this is an approach that is concerned with taking a holistic view of the system. It is a management approach to organisational change that has been applied to schools and connects with closely system science (Shaked and Schechter 2020). Systems thinking reflects a theoretical orientation on organisational change rather than a practical one.…”

Section: Macro Levelmentioning

confidence: 99%

System leaders and system leadership: exploring the contemporary evidence base

Harris

Jones

Hashim

2021

School Leadership & Management

View full text Add to dashboard Cite

This article outlines the findings from a contemporary review of the evidence base on system leaders and system leadership. This article provides analysis, commentary, and insights about system leaders and system leadership based on a review of the current evidence. The review also includes insights from country experts and offers countryspecific examples of system leaders and leadership in action. This is not a systematic review of the literature but rather an overview of findings from a contemporary exploration of the evidence base, over a specified period (2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018)(2019)(2020). The review encompasses peer-reviewed articles, books, chapters, and the grey literature. It focuses on the roles, responsibilities, actions, functions, and outcomes of system leaders and highlights the origin of the system leadership concept.

show abstract

Section: Macro Levelmentioning

confidence: 99%

System leaders and system leadership: exploring the contemporary evidence base

Harris

Jones

Hashim

2021

School Leadership & Management

View full text Add to dashboard Cite

show abstract

“…The world needs effective leadership for sustainable development, and that leadership requires an internal process in which a leader must first build on self-understanding and a relative worldview in order to work effectively with others to bring about change. Moreover, because sustainable leaders consider long-term aspects, systems thinking and management development are key to sustainability (Shaked and Schechter 2020). Organizations are motivated to use sustainable practices as a business strategy to achieve long-term business (Haessler 2020).…”

Section: Post-pandemic Leadership and Business In The Light Of Sdgsmentioning

confidence: 99%

Novel Insights in the Leadership in Business and Economics: A Post-Coronavirus Update

et al. 2022

View full text Add to dashboard Cite

Our world is evolving at an incredibly enormous speed and what was impossible three years ago is now a reality. The concept of leadership and leaders has also undergone profound transformations. Moreover, the recent COVID-19 pandemic caused a digital surge in the ways economic life, business, or education are perceived or conducted. The pandemic proved that small and large businesses, industries, and the whole economies can be suddenly upended by massive technological shifts. Hence, there is a need for a theoretical research update in leadership in business and economics that would bring new insights into this topic and define its place within the context of Sustainable Development Goals (SDGs). Our paper presents the novel insights for the leaders and the leadership concept in business and economics from various approaches and angles of view in the light of the COVID-19 pandemic with a focus on sustainable leadership and organizational resilience. It aims at outlying the theoretical background of leadership in business and economics after the pandemic and bringing up interesting and recent leadership case studies from all around of the world. Moreover, this paper aims as sharing the valuable insights into what it means to be a sustainable leader in business and economics, why leaders are needed, and how to become one. The main criteria of this research and its instrumentation include both the theoretical discussion based on the literature review and analysis and the empirical analysis that supports these theoretical provisions. The paper features an empirical model that assesses how business and economic leaders are searching for new ways of work and personal development during and after the COVID-19 pandemic using the own data from the 400 respondents collected in the Czech Republic and Russia. We found that the pandemic enhanced the emotional creativity of business and economic leaders and made them to invest and engage more into using new digital technologies and fundamentally altering the old ways of managing and governing their respective companies and institutions. Our results might provide valuable food for thought both for academics working on various angles of leadership, as well as for entrepreneurs and businesspeople who want to receive recent updates on the topic of leadership to use them in their daily work.

show abstract

“…Antonacopoulou et al (2019) suggest salvaging the concept of the LO and morphing it into the new learning organisation something they describe as a sensuous organisational learning framework, one characterised by institutional reflexivity, high agility organising, and learning leadership. For Antonacopoulou et al (2019), these lead to new ways of knowing and acting (Shaked and Schechter, 2020;Mehta, 2022). How such transformative learning and the reflexivity needed occurs and the practical form of any resultant (new) LO is largely unexplored.…”

Section: 2mentioning

confidence: 99%

“…Without an alternative multi-age template, reformers fail to see that the same-age hypothesis on which school organisational assumptions rely is a major obstruction to individual and organisational learning. As Shaked and Schechter (2020) note, a systemic perspective is often absent from the DNA of leadership.…”

Section: Literature Reviewmentioning

confidence: 99%

Developing secondary schools as learning organisations: a systemic contribution

Barnard

2022

IJEM

View full text Add to dashboard Cite

PurposeThe purpose of this paper is threefold: first, to explain the link between traditional same-age school structure and the impact this has on a school’s capacity for individual and organisational learning; second, to explain why attempts to develop schools as learning organisations (LOs) invariably reify existing structures and practice, and finally, to provide an example of how and why schools that have adopted a multi-age form of organisation, a vertical tutoring (VT) system, have stumbled upon an embryonic form of LO.Design/methodology/approachThis conceptual paper draws on a critical review of the LO literature and its defining characteristics. The paper adopts a multi-disciplinary approach combining autopoiesis and complexity science to explore differences in learning capacity between traditional same-age schools (year or grade-based structure) and schools that have transitioned to multi-age organisation (vertical tutoring system).FindingsThe traditional form of same-age organisational “grammar” used in secondary schools is highly resistant to change, and any attempts at reform that fail to focus on organisation only reify existing systemic behaviour. VT schools change their form of organisation enabling them to create the capacity needed to absorb the unheard voices of participant actors (staff, students, and parents) and promote individual and organisational learning (constituent features of the LO).Originality/valueThis conceptual paper argues that for secondary schools to develop any semblance of an LO, they must abandon the restrictions on learning caused by their same-age form of organisation. The VT system provides the kind of organisational template needed.

show abstract

Systems thinking leadership: New explorations for school improvement

Cited by 33 publications

References 47 publications

System leaders and system leadership: exploring the contemporary evidence base

System leaders and system leadership: exploring the contemporary evidence base

Novel Insights in the Leadership in Business and Economics: A Post-Coronavirus Update

Developing secondary schools as learning organisations: a systemic contribution

Contact Info

Product

Resources

About