Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved]
Background ‘Systems leadership’ research rejects the idea that complex policy problems can be solved by a few heroic leaders in the centre of government or at the top of organisations. Many people need to contribute to systems leadership by collaborating to harness the skills of actors across govern...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
F1000 Research Ltd
2025-01-01
|
| Series: | Open Research Europe |
| Subjects: | |
| Online Access: | https://open-research-europe.ec.europa.eu/articles/5-6/v1 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| _version_ | 1850231542160293888 |
|---|---|
| author | Claire Toomey Paul Cairney |
| author_facet | Claire Toomey Paul Cairney |
| author_sort | Claire Toomey |
| collection | DOAJ |
| description | Background ‘Systems leadership’ research rejects the idea that complex policy problems can be solved by a few heroic leaders in the centre of government or at the top of organisations. Many people need to contribute to systems leadership by collaborating to harness the skills of actors across government and outside of government. At times, this proposition is vague and it is difficult to know who should change or what to do. We searched the academic and grey literature for further advice on how to foster effective systems leadership. Methods We conducted a qualitative systematic review (2024) of peer reviewed journal articles (Web of Science) and grey literature reports (Policy Commons, Overton). Each text had to inform advice on systems leadership. We used an immersive inductive approach to identify key sources of ideas, highlight common themes, and relate the results to insights from policy theories. Results 84 texts met the inclusion criteria (39 Web of Science, 34 Policy Commons, 11 Overton), then we included 80 snowballed academic and grey references (total 164). Some relate leadership to complexity theory, but most provide broad accounts of systems leadership that emphasise decentralisation and collaboration. These accounts describe high aspirations and essential skills but limited evidence from activity. Nevertheless, this literature helps us produce a coherent synthesis of common insights and advice on how to foster systems leadership. Conclusions We identify key features of systems leadership: reject heroic top-down leadership and central control in favour of collaboration across boundaries; develop attributes (e.g. humility), mindsets (e.g. big picture), and skills (e.g. facilitation) to act in complex systems (albeit without a common view on what a complex system is); and, seek organisational and political support for this approach. Some accounts identify barriers to systems leadership and negative experiences, while others redefine such obstacles as learning opportunities. |
| format | Article |
| id | doaj-art-970f66c75be04db7b20f38da74237699 |
| institution | OA Journals |
| issn | 2732-5121 |
| language | English |
| publishDate | 2025-01-01 |
| publisher | F1000 Research Ltd |
| record_format | Article |
| series | Open Research Europe |
| spelling | doaj-art-970f66c75be04db7b20f38da742376992025-08-20T02:03:28ZengF1000 Research LtdOpen Research Europe2732-51212025-01-01510.12688/openreseurope.18982.120542Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved]Claire Toomey0Paul Cairney1https://orcid.org/0000-0002-9956-832XDivision of History, Heritage, and Politics, University of Stirling, Stirling, Scotland, FK94LA, UKDivision of History, Heritage, and Politics, University of Stirling, Stirling, Scotland, FK94LA, UKBackground ‘Systems leadership’ research rejects the idea that complex policy problems can be solved by a few heroic leaders in the centre of government or at the top of organisations. Many people need to contribute to systems leadership by collaborating to harness the skills of actors across government and outside of government. At times, this proposition is vague and it is difficult to know who should change or what to do. We searched the academic and grey literature for further advice on how to foster effective systems leadership. Methods We conducted a qualitative systematic review (2024) of peer reviewed journal articles (Web of Science) and grey literature reports (Policy Commons, Overton). Each text had to inform advice on systems leadership. We used an immersive inductive approach to identify key sources of ideas, highlight common themes, and relate the results to insights from policy theories. Results 84 texts met the inclusion criteria (39 Web of Science, 34 Policy Commons, 11 Overton), then we included 80 snowballed academic and grey references (total 164). Some relate leadership to complexity theory, but most provide broad accounts of systems leadership that emphasise decentralisation and collaboration. These accounts describe high aspirations and essential skills but limited evidence from activity. Nevertheless, this literature helps us produce a coherent synthesis of common insights and advice on how to foster systems leadership. Conclusions We identify key features of systems leadership: reject heroic top-down leadership and central control in favour of collaboration across boundaries; develop attributes (e.g. humility), mindsets (e.g. big picture), and skills (e.g. facilitation) to act in complex systems (albeit without a common view on what a complex system is); and, seek organisational and political support for this approach. Some accounts identify barriers to systems leadership and negative experiences, while others redefine such obstacles as learning opportunities.https://open-research-europe.ec.europa.eu/articles/5-6/v1policy policymaking governance systems leadership complexity theory wicked problemseng |
| spellingShingle | Claire Toomey Paul Cairney Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved] Open Research Europe policy policymaking governance systems leadership complexity theory wicked problems eng |
| title | Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved] |
| title_full | Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved] |
| title_fullStr | Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved] |
| title_full_unstemmed | Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved] |
| title_short | Systems Leadership: a qualitative systematic review of advice for policymakers [version 1; peer review: 2 approved] |
| title_sort | systems leadership a qualitative systematic review of advice for policymakers version 1 peer review 2 approved |
| topic | policy policymaking governance systems leadership complexity theory wicked problems eng |
| url | https://open-research-europe.ec.europa.eu/articles/5-6/v1 |
| work_keys_str_mv | AT clairetoomey systemsleadershipaqualitativesystematicreviewofadviceforpolicymakersversion1peerreview2approved AT paulcairney systemsleadershipaqualitativesystematicreviewofadviceforpolicymakersversion1peerreview2approved |