In a 2013 review paper looking at both the theory and practice of systems leadership, Deborah Ghate and colleagues summarised their findings as follows:

“Systems leadership is:

• a necessary response to volatility, uncertainty, complexity and ambiguity, and to resource pressures
• done within and across organisational and geopolitical boundaries, beyond individual professional disciplines
• done within and across a range of organisational and stakeholder cultures, often without direct managerial control of resources
• a collective rather than individual endeavour
• distributed across many levels and roles
• having outcomes for service users at its heart.

Systems leadership is achieved through:

• influence and ‘nudge’, not formal power
• alignment around common vision or purpose: improved outcomes for service users
• a focus on the outcomes and results, not the process
• strong but robust and honest relationships
• a mind set, rather than specific actions and behaviours

Systems leaders personal styles are based in:

• Ways of feeling (personal core values) – values and commitment
• Ways of perceiving (observations, and hearing) – observing ‘from the balcony’ as well as ‘from the dance floor’ – allowing for the unseen and unpredicted – seeking and hearing diverse views – sensitivity to other narratives
• Ways of thinking (intellectual and cognitive abilities) – curiosity – synthesising complexity – sense-making
• Ways of doing (enabling and empowering) – narrative and communication – enabling and supporting others – re-purposing and re-framing existing structures and resources
• Ways of relating (relationships and participation) mutuality and empathy honesty and authenticity reflection, self-awareness and empathy
• Ways of being (personal qualities) bravery and courage to take risks resilience and patience drive, energy and optimism humility and magnanimity.

Systems leadership flourishes when:

• The authorising environment, whether organisational or systemic, tolerates risk and accepts multiple pathways to outcomes
• There is willingness to cede organisational goals for collective ambition
• Positional authority is not the only source of legitimacy
• It builds on local and place-based initiatives and networks
• Qualities, motivations and personal style are more important than specific competencies and skills
• Relationships are central to leading through influence and allowing challenge and difficult conversations
• Challenge, conflict and ‘disturbing the system’ are integral.”