The stormy changes in society and economy have sharpened the view for elementary principles in management. Models of future development show a tendency away from hierarchical structures to more decentralised, participatory forms of organizations. This special character of Learning Organizations results from the dynamic interplay between the competencies and interrelationships of its members and the quality of leadership. Leadership takes on a central key function, because it is primarily responsible for maintaining systemic openness and alignment. If the function of leadership is missing or weakened, this development leads to the destabilization of the whole system, which consequently can manifest itself through manifold symptoms on different structural levels.

The development process of the systemic maturity evolution of individuals, as well as of organizations, with its necessary structural change, requires a comprehensive change in leadership. Leadership and management in this context are to be understood as structure-dependent and complementary functions within the framework of Open Systems, which are in a state of dynamic interaction. In this light, it is not simply a question of introducing new methods, processes or behaviour within the existing organization by reforming the inner culture of existing values, mindsets and traditions. The challenge lies in the necessity to take into account the basic systemic change of the enterprise and its environment.