The challenges we face today are deeply interconnected, requiring leaders to move beyond traditional approaches. Whether you are an individual leader, part of an organisation, a coalition, or an assembly, progress demands collaboration, adaptability, and a willingness to embrace complexity. Systems leadership offers a transformative framework for mission-driven leaders who are committed to driving meaningful change, not just for their own teams, but for the broader systems they inhabit.
At Reos Partners, we see leadership as a collective journey. It’s not about commanding authority or having all the answers; it’s about creating spaces for diverse perspectives, fostering humility, and enabling creativity to address challenges that may not yet have solutions. In this conversation with Tejaswinee Jhunjhunwala, we delve into the principles of systems leadership and its potential to empower organisations, coalitions, and communities to thrive in times of uncertainty. Through actionable insights and real-world examples, discover how this approach can reshape how you lead and inspire change in the systems you’re a part of.
Q&A Interview with Tejaswinee Jhunjhunwala on Systems Leadership.
Q: When you think about systems leadership at Reos Partners, what stands out to you as the most powerful aspect of this approach?
Tejaswinee Jhunjhunwala: Systems leadership is an approach to navigating complexity that focuses on seeing the whole, building relationships across divides, experimenting to reduce risk, and crafting creative solutions. It equips individuals, teams, and organisations to address challenges that conventional methods cannot solve by encouraging adaptability, collaboration, and innovation. What makes systems leadership particularly powerful is its relevance to the "strange times" we’re living in, where problems often defy simple solutions. By embracing the uncertainty of uncharted territory, systems leadership enables us to create something new and aligned with the demands of our time.
At Reos Partners, our systems leadership training reflects this philosophy. The courses we design are specific enough to help individuals apply the concepts directly to their work but broad enough to work across diverse sectors. This duality allows participants to immediately benefit from the tools and approaches while fostering a mindset that’s adaptable to different contexts and challenges.
Q: What does it mean to be a systems leader?
Tejaswinee Jhunjhunwala: From my understanding in doing this work thus far, being a systems leader starts with curiosity. It means asking questions to understand what lies beneath the surface, what we often refer to as "lowering the waterline on the iceberg." It involves engaging a diverse set of stakeholders, whether internal to an organisation or part of a broader social system across sectors and demographics to collectively identify what truly matters. Systems leadership requires adapting through iterative actions rather than relying solely on pre-existing tools. It’s about embracing uncertainty, being willing to learn, and creating solutions that respect and build upon the wisdom of others.
Q: How does personal transformation align with systems leadership?
Tejaswinee Jhunjhunwala: The journey of sharpening ourselves as instruments of change is deeply intertwined with systems leadership. At its core, systems leadership requires a heightened sense of self-awareness, resilience, and adaptability. When we commit to refining our own capabilities – be it through developing emotional intelligence, fostering humility, or strengthening our ability to hold diverse perspectives – we enhance our capacity to navigate complex systems. I’ve found that this personal transformation enables us to influence change with clarity and authenticity. Rather than assuming a singular “collective good,” systems leadership involves recognising and managing the tensions that arise across holons – nested systems such as individuals, teams, organisations, and broader communities. These tensions emerge because each holon may hold different, and at times conflicting, priorities, values, and definitions of what is “good.” Leading effectively means learning to hold these differences without collapsing them into a single narrative. By aligning inner growth with this capacity to engage complexity, we begin to embody the leadership that transformative change demands.
Q: How does understanding the nature of challenges strengthen systems leadership?
Tejaswinee Jhunjhunwala: One of the most critical aspects of systems leadership is the ability to discern the nature of the challenge at hand. Through our Systems Leadership training, we help participants differentiate between complex and technical challenges. This distinction is vital because only by understanding the characteristics of a problem can you determine the type of response it requires. For instance, complex challenges demand iterative, multi-stakeholder approaches, while technical challenges may be solved with relatively straightforward solutions for which there are existing best practices. By using examples and guiding participants through this differentiation, we empower them to choose the most appropriate strategies for their unique contexts.
Q: What transformations have you seen in individuals or organisations that embrace systems leadership?
Tejaswinee Jhunjhunwala: On an individual level, systems leadership fosters empathy, foresight, and proactivity. People begin to understand and anticipate needs and situations better, which enhances their ability to act. At the organisational level, it builds resilience. When multiple people within an organisation adopt systems leadership, they develop a shared language and understanding, leading to better alignment on addressing issues. Organisations that create a critical mass of systems leaders often experience greater coherence and the ability to model and spread effective behaviours.
Q: How does systems leadership prepare individuals to address power dynamics and intervene effectively?
Tejaswinee Jhunjhunwala: Systems leadership involves understanding the whole, not just the structures and resource flows, but also the power dynamics. Effective intervention requires clarity on when to act, with whom, and at what level. And sometimes, not intervening can be the most impactful choice. Interventions are deliberate actions driven by intention and purpose, aimed at influencing a system or group. Our awareness and skills to do so continue to improve with practice and learning.
Q: What long-term impacts have you observed when organisations adopt systems leadership?
Tejaswinee Jhunjhunwala: In our experience, when organisations commit to systems leadership, we often witness a gradual but meaningful shift toward more adaptive, responsive, and people-centred systems. For example, in our work supporting cross-institutional efforts in higher education, we've seen how a systemic, collaborative, and experimental approach can help teams reimagine how they serve their students. One area of learning for us has been around emergency aid programs – how they can be designed not just as bureaucratic procedures, but as student-centred supports that help people stay on track and thrive. Working alongside a wide range of institutions, we’ve observed how a systems leadership stance can foster resilience, build trust across silos, and create conditions where more timely and effective responses to complex challenges become possible. These insights continue to shape how we think about impact over the long term – not as a fixed outcome, but as a set of capacities that grow with practice.
Q: Have you encountered misconceptions about systems leadership, and how do you address them?
Tejaswinee Jhunjhunwala: Yes, many people perceive systems leadership as overly complex or as a collection of tools that are difficult to apply. Others struggle with the question, "How does this relate to my work?" Systems leadership is fundamentally about being present and curious. It’s less about mastering every tool and framework out there, and more about asking, "What’s coming up for me as I hear this?" It’s about seeing the whole and recognising which approaches are best suited to addressing the challenge you’re currently facing, what’s needed in this moment. Our work often also includes one-on-one coaching to help participants connect the theoretical principles to their specific contexts and challenges.
Q: What benefits do organisations miss out on if they don’t adopt systems leadership?
Tejaswinee Jhunjhunwala: Organisations that do not adopt systems leadership as part of a larger toolbox might remain stuck in approaches that no longer serve them. This "stuckness" is taxing on resources and energy. By letting go of outdated methods, organisations open themselves to potential and possibility. Systems leadership fosters humility and adaptability, enabling individuals and teams to navigate rapidly changing contexts while remaining grounded in their principles. Ultimately, it’s about freeing up energy to innovate and move forward.
Q: Are there any final insights you’d like to share?
Tejaswinee Jhunjhunwala: One key insight is the importance of seeing yourself within the system. Systems leadership isn’t about working for the system but working with it. It requires acknowledging that you are part of the dance. This level of self-awareness allows leaders to align their actions with systemic goals more effectively. Finally, an effective systems leader knows not just when to apply these approaches but also when not to – a critical nuance in navigating complexity.