Afterword

Like the type of e-learning programme that was being recommended, our discussion was open-ended. No pat summary would do justice to the complexity of the questions raised, although out of the discussion recorded here can be seen to emerge a template for the type of leadership programme which would fully utilise the potentialities of e-learning in connectivity, learner-centred structuring of multiple information sources and scenario-based simulation.

One further point was made as the taxis arrived. Leadership programmes don't have to be prescriptive in recommending particular models of thinking, as we have seen, in order to have a life-changing effect. Perhaps more value is provided in giving the language with which important issues in leadership can be discussed and reflected upon. Our discussion, with its mix of terminologies from varied fields of endeavour - its talk of 'white water rafting' and routinisation - might in some way have made a similar contribution.

John Helmer for Epic, 28 April 2002

Background
Part 1 Leaders vs. Managers
Part 2 Developing Leaders
Part 3 Putting the 'e' in Leadership