With it a being a little while since I've posted a thought on organisational development, I find myself stirred by Keith's lament on leaders not knowing what they really want when it comes to leadership development.

What he speaks of is symptomatic of a progressive, systematic collapse of models within organisations. Models are systems of belief, frameworks of understanding, schemas of organisation and we rely on them heavily as we make sense of what is happening in our world, life and organisation. What we find so attractive about a model is its tempting claim of durability - that despite the traversing landscape of change, a model remains relevant and useful. The model that Keith addresses so well, is how leaders wish to engage in the development of themselves and their skills sets within the context of their organisation through content related development.

The much relied on model of leadership development is rooted in content. You know it well I'm sure. You sign up for a course at a reputable academic institution and spend heaps of cash on getting a certificate at the end of the course that makes all the other pieces of paper on your wall feel more at home. Hence the rise of the MBA! Despite my cynicism, this model has treated the business world extremely well ... in a time when there was a semblance of predictability and permanence to doing business.

But now, this model is collapsing under the weight of episodic change and requires a bold and brave approach to leadership development. It is one in which content and process threads find a balance appropriate to the organisational culture, market factors and business model. Leaders need to discover how to lead in amongst these changing times and create new models of leadership that emerge from being in a situation rather than trying to direct it.

And so content models of leadership aim to impart knowledge from a content perspective. Process models on the other hand aim to impart knowledge and wisdom through the process of being a leader - a model heavily reliant on experiential knowing in the midst of leadership struggles.

I share Keith's frustration - it is when leaders are more willing to proverbially tick a box and engage in content programmes as a way of developing themselves. For leaders like this, I wonder if they really understand the business case behind becoming leaders who lead through process.

Picture courtesy of Kevin Steele .