Overview: the rapidly changing world of the current century has left key organisations unprepared to meet the challenges ahead. Preparation of people to be able to respond to changing and challenging environments is inadequate and requires a new mind set starting at the earliest stages of education.

Why has leadership had to change to meet the demands of the C21?

What is different?

The change from the old style military command and control mode to:

Transformational leadership

Delegated leadership

Transactional leadership

Distributed leadership

How different does it need to be?

Transition from the idea of management to one of leadership

Compare the needs of the past with the identified needs for the future

How do other countries think about these issues?

Chapter 1  Innovation and radical thinking in practice

The context of an institution: A brief outline of the St John's School model:

Structure of the current leadership framework

Leadership philosophy with associated supporting literature

The 'management' of leadership

-         explore the tautology of this

-         leadership in other organisations - how do they undertake leadership/management issues?

Chapter 2  Bringing about change in a national culture of dependency

So how does an institution go about changing its leadership structure?

Getting the right culture

Getting the culture right

Moving to a value driven collegiate model the path and the process

Getting the right staff

Professionals in an institution

Professional autonomy

Chapter 3  Managing change

Using one school as an exemplar, what was the old structure prior and how did it change?

What were the influences that cause change to take place?

What was the change process?

What did it change to?

What were the effects of that change?

What were the barriers to that change?

How did the leadership team overcome them?

Chapter 4  A new paradigm                                                                            

Collegiality and radical collegiality: what is it and what does it mean for leadership?

How do you get there?

Intellectual networking

Institutions working in Federations or other similar groupings sharing like minded values

Chapter 5  'Management' of leadership

The subliminal management process

Chapter 6  Getting the big wheel to turn

Creating critical mass and momentum: How to achieve this

What are the nuts and bolts of implementation?

Chapter 7  Impact on the local and international scale

What impact can we expect on the work force / client?

What impact can we expect on the leaders/ managers?

What impact can we expect on the organisation?

What impact can we expect on performance?

Chapter 8  The future

If the holistic development of people from childhood through to the competitive and competent organisation of the workplace is to be considered essential to the future of organisations in particular and the world in general, then our view of management and who does it must also change.