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Management Learning
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Graduate Leadership Education for Dynamic Human Systems

Marilyn Taylor

46, Heathdale Road, Totonto, Ontario, Canada M6c 1M6, mmt99{at}attglobal.net

Don De Guerre

Concordia University, Montreal, Canada

James Gavin

Concordia University, Montreal, Canada

Raye Kass

Concordia University, Montreal, Canada

As global flux reshapes organizational life, demands on organizational leadership are shifting radically. This article reviews the trends in recent calls for revision of management education and presents a fundamentally different perspective with related design principles that hold promise for addressing the new leadership challenges in turbulent environments. This systemic approach to leadership education for organizational change leaders and consultants fosters attunement to social processes in the collaborative development of productive organizational contexts, the effective use of theory-in-practice, expertise for learning-in-action, and requisite self-knowledge. Educational programmes evolving with dynamic postmodern organizational realities are, by definition, incongruous with the underlying traditional operating assumptions of the university. The challenge of negotiating this paradigmatic interface is also discussed.

Key Words: Words: changes • curricula • experience • leadership • learning • management education • models • organizational learning

Management Learning, Vol. 33, No. 3, 349-369 (2002)
DOI: 10.1177/1350507602333004
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[Abstract] [PDF]