Stanford Social Innovation Review | Winter 2015
Complex social problems require a unique type of leader: the system leader, individuals who catalyze collective leadership. Co-authored by Peter Senge, Hal Hamilton, and John Kania, this article illustrates the core capabilities required for system leadership through the stories of successful practitioners.
- System leaders are not singular heroic figures but those who facilitate the conditions within which others can make progress toward social change.
- Any individual in any organization, across sectors and formal levels of authority, can be a system leader.
- The core capabilities necessary for system leadership are the ability to see the larger system, fostering reflection and more generative conversations, and shifting the collective focus from reactive problem solving to co-creating the future.