Overall Benefits of the EMERGENT Leadership Programme
Figure 1. An overview of the benefits of the EMERGENT Leadership Programme: An ELP Model. Note: Boxes I-IV are adapted from a well-known model of organisational culture developed by Wilber (2001).
Figure 1 shows an ELP model, developed by Professor Hlupic to illustrate the benefits of the EMERGENT Leadership Programme for individuals and organisations.
In Phase I, an organisations’s energetic and communication landscape is diagnosed using social networking software Networker provided by SEE Affiliates Magus Toolbox Ltd. This can identify, for example, communication bottlenecks, the quality of the existing social networks and the likely level of organisational energy.
In Phase II, tools and approaches from the EMERGENT Leadership Programme are applied by training individuals. Such training produces a profound effect on an individual’s values, beliefs, assumptions and mental models, resulting in change on multiple levels (e.g. it will lead to improved energy levels, advance individuals on the emotional scale and/or eliminate their self-limiting beliefs). Consequently this will produce new behaviours such as improved motivation and engagement and happier and more productive employees.
Individual values, beliefs, assumptions, mental models and behaviour influence are influenced by organisational culture. Therefore addressing these traits in each individual is crucial for any organisational change as it directly adapts the behaviour and performance of the whole organisation (culture is reflected by, for example, group values, beliefs and assumptions or collective energy levels). The organisational culture further influences and is influenced by organisational systems and structure which is then reflected in group actions and behaviours and organisational processes and procedures. Changes in organisational systems and structures result in overall organisational improvements including: the emergence of social networks and a more organic adaptable structure, increased organisational energy level and the emergence of complexity leadership and thus new leadership behaviour. Finally, these changes lead to outcomes such as increased creativity and innovation, increased adaptability and resilience to crisis, organisational excellence, increased profits and growth etc.
In Phase III, post-training diagnosis is repeated using social networking software to determine changes that have emerged in organisational energetic and communication landscape.
