Developing lines of inquiry

Started reading Reader 4 and straight away taken by Peter Senge's concept of  'The learning Organisation' from his book 'The Fifth Element'.
Working in a school that has recently seen a lot of changes due to a change of leadership. From a new Principal to new Assistant heads resulting in staff leaving and new staff arriving, as well as big changes and expectations on existing staff who stereotypically don't like change!! I can relate to the idea that successful organisations depend on its members 'buying in to' the systems and structures the organisation puts forward. Team work. I can honestly say that at times I am a team player within my organisation and other times I can be cynical and negative towards new ideas..... Sometimes because I don't truly understand or have all the information that I need to understand. I also get frustrated with staff that instantly are negative and disruptive towards new ideas and systems. It is good to have an opinion but how you voice them can be obstructive rather than constructive.

'Surviving change is not enough, the capacity to learn and thrive in a team whilst experiencing change, people need to be connected and generative'.

Real learning gets to the heart of what it is to be human. We become able to re-create ourselves. (Senge 1990)

Is it the job of the leaders of the organisation to help staff to be team players or the job of the members of the organisation to make the necessary changes to be a team player, or a bit of both?

Leaders

Traditional Leaders - set the direction, make key decisions, energise the troops deriving from a deeply individualistic and non-systemic world view, make assumptions do people's powerlessness, lack or personal vision and inability to master the forces of change.

Learning Organisations Leaders - designers,stewards, teachers, responsible for learning, inspirational, responsible for building organisations where people continually expand their capabilities to understand complexity, clarify vision,improve shared mental models.

Thinking about these types of leaders and how my organisations leaders fit in, one of the things that comes straight to mind is the frustration of the members being asked for their input but in reality the decision has already been made. 'going through the motions of good leadership but not delivering', one of my pet peeves is always feeling like the assumption is that I need watching rather than trusted as a professional!!  Bottom line is management needs to be consistent and supportive across the board to give its workers the confidence of team work throughout the organisations, and workers need to be open minded and supportive, believing in the management and wanting to work together to a common end.

Maybe a subject for inquiry?????