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A Systems Approach to LeadershipThe Cognition-Systems Model of Organisation Performance

A Systems Approach to Leadership: The Cognition-Systems Model of Organisation Performance [This chapter outlines the Cognition-Systems Model of Organisation Performance (CSMP) as an holistic model which represents a leader and the organisation around them as a system within a system. It shows how a leader’s thinking and action are linked to the larger systemic structures within an organisation. CSMP defines organisation performance in terms of results for all stakeholders over the longer term. It shows this flowing from the dynamics of the organisation (as a system) ‘in action’ as the first layer of performance leverage. These dynamics include its internal design and functioning as well as interactions with the external environment. The next layer of performance leverage is leader-organisation interaction. This is linked to the final layer of leverage, the functioning and cognition of leaders. The importance of leader cognition and the features of the knowledge that underpins their action (leader knowledge-in-action) are discussed. CSMP emphasises that leadership and sustainable organisational development involve working at each of the points of performance leverage.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

A Systems Approach to LeadershipThe Cognition-Systems Model of Organisation Performance

Coffey, Geoffrey W.
Springer Journals — Oct 6, 2009
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Publisher
Springer Berlin Heidelberg
Copyright
© Springer-Verlag Berlin Heidelberg 2010
ISBN
978-3-642-01193-1
Pages
85 –94
DOI
10.1007/978-3-642-01194-8_8
Publisher site
See Chapter on Publisher Site

Abstract

[This chapter outlines the Cognition-Systems Model of Organisation Performance (CSMP) as an holistic model which represents a leader and the organisation around them as a system within a system. It shows how a leader’s thinking and action are linked to the larger systemic structures within an organisation. CSMP defines organisation performance in terms of results for all stakeholders over the longer term. It shows this flowing from the dynamics of the organisation (as a system) ‘in action’ as the first layer of performance leverage. These dynamics include its internal design and functioning as well as interactions with the external environment. The next layer of performance leverage is leader-organisation interaction. This is linked to the final layer of leverage, the functioning and cognition of leaders. The importance of leader cognition and the features of the knowledge that underpins their action (leader knowledge-in-action) are discussed. CSMP emphasises that leadership and sustainable organisational development involve working at each of the points of performance leverage.]

Published: Oct 6, 2009

Keywords: Adaptive System; Organisation Performance; Business Unit; Organisational Leadership; Virtual Team

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