Transformational leadership has been in the literature since the late 1970 s. Transformational leadership, the first strand, is the centerpiece of the Performance Driven Leadership Model. Systems thinking, developed by Peter Senge, is the second strand. Senge identified five disciplines that support the importance of collaboration, circular thinking, communication, fragmentation, and the influence that one aspect of the organization has on other functions. Often we take a fragmented approach to analysis and problem solving.
Systems thinking encourages the creation of a learning organization.
This model is well suited to the demands faced by educators, business and industrial leaders, and all who want to compete in the 21 st century. Closely related to systems thinking is inquiry, the third strand. Leaders need data to make good decisions. The knowledge to review and analyze research and to formulate theories and practices is critical to organizational success. Educators must become thinkers who ask critical questions.