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Elements and examples of systemic leadership


Joni Dougherty Elements and examples of systemic leadership.
Elements and examples of systemic leadership

Elements and examples of systemic leadership.


Systemic leadership is perceived as a vital tool in the current era. It incorporates capacities and skill sets people and organizations can implement to fast track, provide support, and enable the change in system levels. Systemic leadership is a merger compromising building coalitions, collaboration in leadership, and insights that marshal actions and innovations in extensive and subdivided branches (Hobbs, 2019). Systemic elements excel at several processes when implemented by organizations. Systemic leadership is oriented through established organizations' goals that flourish and depict strategic leadership.

Systemic leadership ensures clarity of organizations' need to be led and embraces the management of leadership. Leadership is systematically managed under different levels, i.e., individual managers, executive teams, and organizations. This leadership structure is a simple set up to be understood and ordinarily open to improvements in its leadership structure. Systemic leadership is based on several strategic notions in its execution. It distributes the power in leadership that brings upon improvement by provoking changes engaging all leadership levels (Hobbs, 2019). The leaders from all levels troubleshoot the problems and engage collectively in implementing the changes where necessary.

The leadership structure acts as leverage to organizational efforts to improve its leadership consistently. Clarification of external and internal processes denotes a direction to be taken by the organization in its leadership processes. Through systemic leadership, organizations influence development activities, steering their leadership capabilities. This leadership structure combines the art of learning and execution of various activities. This, in turn, champions for improvement and inclusivity in programs for development.

Systemic leadership excels at very many levels and processes in its management structure (Ufua, Salau, Ikpefan, Dirisu, & Okoh, 2020). However, it is categorically known to display good performance through the levels of awareness it impacts managers of the significance of leadership in every organization. It is also known for its capability to highlight necessitated changes in the leadership structure. Systemic leadership is decisive at manipulating perspectives of the leaders in organizations. Leaders are subjected to change by prioritizing their work over the way people perform their tasks at work.

Leaders in this process are tasked with improving the leadership system and providing adequate environments for individuals to work much more than individual improvement. Systemic leadership as a process is a significant financial saving tool as it does not require spending of money to engage in individuals' collective training. Systemic leadership distributes leadership across various levels. Higher-level leaders are awarded supreme powers to foresee the improvement of organizations' work and leadership.

Priorities in leadership are vital. They are categorically at the forefront of systemic leadership, and leadership style changes are effected accordingly with priority changes. This leadership subjects the regular practices by the organization to scrutiny. This allows discussion of programs in the organization within safe environs. The leadership process will distinctively unveil the problems resulting from the system that could have been assumed to be skill deficiency by the managers (Ufua et al., 2020)

In systemic leadership, the topmost leader, for example, a chief executive officer, gives instructions to his junior level managers who distribute it in the organization. The top leader of the organization participates in the implementation of the set of instructions given. If a CEO instructs employees' motivation, they are tasked with engaging in the motivation program, thus sufficiently engaging. Various organizations around the world have incorporated systemic leadership. This leadership set up has progressively brought along desirable changes and success to several organizations' leadership setups.


Theories of organizational change that support systematic leadership


Change in organizations is inevitable with the current external and internal alterations exhibited by leadership. Transformations in the past have been achieved through systematic programs and structured routines. Theories of organizational changes have been developed and utilized to engage in several leadership types in this structure. Systemic leadership conforms to several theories of organizational change. Changes in organizations' leadership are often associated with improvements in service delivery and working value. Theories are the basis of designs that guide in design implementations of leadership structures.

The systems theory of organizational change values the correlation of whole sections of an organization. In line with systematic leadership, the systems theory depicts a complete consideration of relationship structures while implementing improvements in some organizations (Teece, 2018). Systemic leadership sparks by implementing improved mechanisms at all levels and priority consideration at multiple levels within the management. The systems theory equally values infrastructural aspects within an organization. On the other hand, systemic leadership facilitates alterations of all aspects of infrastructure.

The social world's theory actions are parallel to systematic leadership. This theory is based on negotiations between worlds in undertaking its functionalities to systemic leadership (Rhydderch, Elwyn, Marshall, & Grol, 2016). Leaders of different or similar levels are known to negotiate on upcoming challenges and potential solutions before rolling out a solution seen best. The social world's theory is known for emphasizing the valued indicators that allow purposive prioritization and considerations. The social world's theory focuses more on the work and improvements on the work rather than personal improvement.

Changes in systematic leadership are rolled through existing management levels. Managers of the top-level instruct for a change but are implemented as best by the lower-level managers. Therefore changes in systematic theory are supported by the stage theory that recognizes the step by step implementation effort by the organization. In stage theory, ideas are gradually rolled out for implementation without necessarily causing changes in the entire set up work(Rhydderch, 2016). Every stage of the stage theory requires strategic planning to execute and deliver the expected services.

The stage theory bases around four stages on its implementation: First, the leaders ought to have a general awareness of the existing challenges and the possible solutions to combat these problems. The second stage is the decision-making stage for the appropriate innovation to combat the problems encountered. Next entails implementing the innovation by conducting necessary modifications of the organization's leadership structures to incorporate the innovation successfully. Lastly, innovation is categorically integrated into the organization's system and is a routine practice within the company.

Human processes are emphasized more by the organizational development theory. This theory believes in organizational success that can be achieved through a merger of the organization's changes and individual goals. The organizational theory is focused on the work quality and supports teamwork through empowerment and effective communication. Systematic leadership through the incorporation of theoretical practices is essential to the prosperity of the leadership style.


Practices in systemic leadership that support creativity, innovation, and management


Creativity, innovation, and management are concrete values of any leadership structure. In several instances, systemic leadership supports ideologies' creative capacities and gives a hospitable environment for designs. Management practices are properly delegated at several systemic leadership stages but are efficiently administered for supervisory purposes. Systemic leadership provides platforms facilitating creativity, innovation, and management in the structure it assumes in organizations.

The systemic leadership structure realizes leaders' awareness of their managerial roles. The design facilitates future changes in the organization by laying out strategies to be implemented and the leaders (Plotnikova, & Romanenko, 2019). Through the rise of awareness, the leaders are supported by their managerial capabilities. Systemic leadership often changes the perceptions managers have on different opinions in the organizations. Leaders change the working perspectives by prioritizing the system of work more than the people's ways of work. Creativity is boosted by the perception changes as leaders develop more precise ways to engage their work.

In systemic leadership, leaders are tasked with elevating the environmental surroundings of the persons much more than individual improvements. Leaders are exposed to broadened knowledge utilization processes that result in innovative and creative ideas within the organization. Additionally, systemic leadership saves money as it does not require any collective training of individuals. Its centralized structure focuses on work and its system rather than individual personalities.

Effective and efficient management is achieved adequately by the delegation of managerial duties. The systemic leadership style distributes leadership across various levels (Ufua et al., 2020). The higher-level managers are given, superior authorities and are responsible for all departments' operations in the organizations. Managers at lower levels act on behalf of their superior managers and provide decisive information concerning the challenges at hand. The different management levels ensure achievement of respective efficiency in management, thus assurance of productivity of the organization.

Management is enhanced by the facilitated discussion of matters influencing improvement by discussing the organization's norms with aims of improvements. Norms of the organizations are subjected to change through robust questioning and voicing of better alternatives. The ability to question the organization's standards creates room for creative thinking on the best possible changes in the leadership structure. Openness to discuss the organization's activities is a sign of transparency in management and opening up to new innovative managerial techniques. (Ufua et al., 2020)

The common problem in organizations is the leadership system. Managers' personalities are exempted as a lack of the necessary skills is not influential in working activities. Systemic leadership opens up the leaders' broader imagery of the organization's work. The comprehensive perspective of the work in the organization generates loyalty that uplifts the managers' specialism. Leaders increase their dedication to the organization's work and reach out to their extensive knowledge in formulating policies and making decisions for the organizations they work for. Systemic leadership activities provide improvement to managerial duties through creativity and innovations.


References


Hobbs, C. (2019). An Adaptive Learning Pathway for Systemic Leadership. In Systemic Leadership for Local Governance (pp. 151-160). Palgrave Macmillan, Cham.

Plotnikova, L., & Romanenko, M. (2019). Creative methods of innovation process management as the law of competitiveness. Management Science Letters, 9(5), 737-748.

Rhydderch, M., Elwyn, G., Marshall, M., & Grol, R. (2016). Organisational change theory and the use of indicators in general practice. Organisational Matters, 13(3). http://doi.org10.3897/bdj.4.e7720.figure2f

Teece, D. J. (2018). Dynamic capabilities as (workable) management systems theory. Journal of Management & Organization, 24(3), 359-368. https://doi.org/10.1017/jmo.2017.75.

Ufua, D. E., Salau, O. P., Ikpefan, O., Dirisu, J. I., & Okoh, E. E. (2020). Addressing operational complexities through re-inventing leadership style: A systemic leadership intervention. Heliyon, 6(7), e04270. https://doi.org/10.1016/j.heliyon.2020.e04270.

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