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Leadership as a construct is as popular as it is elusive. Most of our ideas about leadership arise from our view of organisations as discrete entities which can be 'managed', and then focus on the innate qualities and learnable skills required of individual leaders. In this talk I will offer a view of organisations as complex social processes which are continuously evolving in a more or less unpredictable way. Leaders may be in charge but they are not in control. This view of organisations focuses on 'communicative interaction' as the core organising process and hence proposes that leadership is inherently a relational activity. We will consider the implications of this perspective for leaders in general and for our own practice as leaders.
Professor Bill Critchley
Bill has been a leader in Ashridge Consulting for some 20 years. He is also founder and Director of the Ashridge Masters and Doctoral programme in Organisation Consulting, and an Associate Fellow of the Complexity and Management Centre at Hertfordshire. Professionally he is both an organisation consultant and a psychotherapist, and integrates these two professions in his work. His main interest over the last 10 years has been researching and developing a radical perspective on the phenomenon of ‘organisation’, evolved from sociology, psychology and complexity theory. This perspective challenges conventional views on the nature of organisational change, leadership and consulting. He is particularly interested in how innovation occurs in organisations, how to help managers lead in the knowledge that organisation life is inherently unpredictable, and how to help them initiate and lead change in a way which is participative and generative. University
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