Research Report
Glossary: Systems thinking as a platform for leadership performance in a complex world
- Original authors
- Tomas Palaima, Aelita Skaržauskienė
- Original source
- Baltic Journal of Management
- Literature note prepared by
- Aziz Shuaib Ausi
- Resource type
- Literature Note / Review Note
- Resource published on AZIZ OS
- 31 July 2026
- Last updated
- 18 September 2026
- Reading time
- 2 min
- Publication type
- Research Report
- Availability
- Open access
About this Summary & Analysis
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Derived from an academic source (private repository).
Palaima, T., & Skaržauskienė, A. (2010). Systems thinking as a platform for leadership performance in a complex world. Baltic Journal of Management, 5(3), 330–355. https://doi.org/10.1108/17465261011079749
Systems Thinking as a Leadership Platform: Key Terminology
The research conducted by Palaima and Skaržauskienė (2010) explores how cognitive competencies, specifically systems thinking, influence leadership effectiveness within complex organizational environments. The following glossary provides definitions for the core concepts utilized in their study.
Glossary of Key Terms
| Term | Definition |
|---|---|
| Cognitive Intelligence | A specific set of intellectual capabilities, including systems thinking, that allows a leader to process complex information and recognize patterns. |
| Competency | An intrinsic personal trait or underlying characteristic that serves as a primary driver for achieving superior performance in a professional role. |
| Continuous Learning | An ongoing process of acquiring knowledge and adapting behaviors based on new information to improve organizational outcomes. |
| Dynamic Complexity | A state where cause-and-effect relationships are subtle and the long-term consequences of specific interventions are not immediately obvious. |
| Dynamic Thinking | The ability to perceive organizational phenomena as part of an ongoing process rather than as static, isolated events. |
| Feedback Loop | A conceptual mechanism used to describe how actions can reinforce or balance each other through a circular flow of influence. |
| Holism | A philosophical perspective suggesting that a system's properties are best understood as a whole rather than by examining individual components in isolation. |
| Interactivity | The recognition that various organizational elements are mutually dependent and that changes in one area inevitably impact others. |
| Leadership Performance | A multi-dimensional construct measuring a leader's effectiveness across personal, interpersonal, and strategic or organizational levels. |
| Leverage Point | A specific place within a complex system where a small shift in one area can produce significant, enduring improvements across the entire entity. |
| Mental Models | Deeply ingrained assumptions, generalizations, or images that influence how individuals understand the world and how they take action. |
| Process Orientation | A focus on the sequences and workflows that link different parts of an organization, rather than focusing solely on departmental silos. |
| Reductionism | An analytical approach that attempts to explain complex phenomena by breaking them down into their simplest constituent parts. |
| Systems Logic | The application of reasoning to identify the underlying structures and rules that govern the behavior of a complex system. |
| Systems Thinking | A framework for seeing interrelationships and patterns of change rather than snapshots, emphasizing the connections between a system's parts. |
Source
Authors: Tomas Palaima & Aelita Skaržauskienė Year: 2010 Journal: Baltic Journal of Management DOI: https://doi.org/10.1108/17465261011079749
Palaima, T., & Skaržauskienė, A. (2010). Systems thinking as a platform for leadership performance in a complex world. Baltic Journal of Management, 5(3), 330–355. https://doi.org/10.1108/17465261011079749
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Citation
Cite the original work (APA 7)
Palaima, T., & Skaržauskienė, A. (2010). Systems thinking as a platform for leadership performance in a complex world. Baltic Journal of Management. https://doi.org/10.1108/17465261011079749
Verification
This is an authenticated AZIZ OS resource record.
- Verification ID
- ACADEMIC_DERIVED-2026-00033
- Version
- v1.0 · r0
- Issued
- 31 July 2026
- Resource prepared by
- Aziz Shuaib Ausi
- Resource status
- Literature Note / Review Note
- Underlying work
- Systems thinking as a platform for leadership performance in a complex world
- Original authors
- Tomas Palaima, Aelita Skaržauskienė
- Original source
- Baltic Journal of Management
- Provenance status
- Verified — legacy verification — authorship recorded from the source before the audit trail existed
- Rights
- Underlying publication rights remain with the respective copyright holder(s). Refer to the original source for authoritative publication and licensing information.
This verification confirms the AZIZ OS resource record and its documented provenance. It does not establish authorship of the underlying external work.