About 15 years ago a major Australian resources company set out to develop ‘world class leadership’.  But Professor Chris Worley rebuts[i] the usual prescription of ‘more leadership’.  He argues that asking people to change behaviours without changing the underlying system – the structure, systems and processes – is borderline immoral. 

Leadership requires us to develop new behaviours and create a context in which those behaviours can flourish.  My research explored the barriers organisational context creates in the pursuit of 'world class leadership'.  These prove to be at least as important as individual factors.   But what are the conditions we need to create to enable leadership?