| Abstract |
In this visionary article on leadership, Peter Senge discusses ways in which human communities can productively confront complex issues where hierarchical authority is inadequate to bring about change. Through his work at MIT’s Center for Organizational Learning, Senge observed numerous examples of how top-down management has hindered change initiatives. He urges a fundamental shift in thinking about leadership and describes three types of organizational leadership positions that empower both managers and employees to engage and succeed in the change process.
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