This post raises some fascinating concepts Harold. I suspect that the structures and practices of organisations strongly determine the character of the relationships therein: a strongly centripetal and opaque hierarchy will certainly not engender the sort of leadership that values and fosters trust or a networked approach. It may be the case that leadership development falls back too often on overly simplified models, but this may be because that is what is believed leaders want: a semblance of order distilled from the chaos. However, there seems to be a groundswell of opinion forming among practitioners that a more rounded, dare one say humanistic approach is required. Improv and other theatrical techniques, as well as other lessons from the humanities are slowly finding an appreciative audience among senior leaders for whom the traditional slog through four dimensional diiagrams has become a chore far removed from the realities they confront on a daily basis.