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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010231150 | HD58.8 A37 2010 | Open Access Book | Book | Searching... |
Searching... | 30000010231151 | HD58.8 A37 2010 | Open Access Book | Book | Searching... |
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Summary
Summary
Implementing change is a major business challenge. Is your leadership up to the task?
With change initiatives failing so frequently despite many books on the market addressing separately the topics of leadership and change management, Developing Change Leaders tackles in one concise volume the all-important question of how to develop effective change leaders who make a difference to organizational life.
Providing the detailed practical guidance, frameworks and tools that competing titles lack, this how-to book will help you address the challenges of change and develop your own interventions.
Based on the authors' real-life experience of designing development programmes and coaching individual change leaders, Developing Change Leaders will help you to assess your readiness for leading change and develop the necessary skills to make change successful.
Considering the essential background theory, including the contemporary context of change leadership and broader organizational considerations which impact on change leadership capability, the book concludes with an overarching framework for use and adaptation by those responsible for developing change leaders.
Combining academic prowess and industry consultancy experience, Paul Aitken and Malcolm Higgs are the ideal experts to translate academic theory into leadership and human resource practice.
Author Notes
Dr. Paul Aitken, Visiting Fellow at Henley Business School and Southampton University, UK and Director (Research and Development) for Concordia International at www.concordiaworld.com
Professor Malcolm Higgs, Professor of HR Management and Organization Behaviour at Southampton, University School of Management, UK.
Table of Contents
| Introduction | p. xi |
| Part 1 The Contemporary Context for Developing Change Leadership | p. 1 |
| Introduction | p. 1 |
| 1 The Change Leadership Context | p. 3 |
| Introduction | p. 4 |
| Developments in our understanding of leadership | p. 4 |
| An emerging perspective on leadership | p. 10 |
| The significance of organizational context and culture | p. 14 |
| 2 The Challenge of Change | p. 23 |
| Introduction | p. 23 |
| Why is change so important and difficult? | p. 24 |
| Approaches to change and how change happens | p. 32 |
| 3 What Does It Take to Lead Change? | p. 41 |
| Introduction | p. 41 |
| Critical roles in a change process | p. 42 |
| Change leadership competencies | p. 45 |
| Change leadership practices | p. 50 |
| Part 2 How to Develop Change Leadership Capability | p. 57 |
| Introduction | p. 57 |
| 4 A Values Dialogue for Change Leaders | p. 59 |
| Introduction | p. 60 |
| The world of executive's personal values | p. 62 |
| Discovery of diverse executive's personal values | p. 69 |
| How change leaders can utilize values for change leadership? | p. 72 |
| Implications for the change leadership development community | p. 81 |
| 5 Building a Change Leadership Culture | p. 91 |
| Introduction | p. 91 |
| What is 'leadership culture'? | p. 92 |
| Components of leadership culture | p. 97 |
| What is transformational leadership culture | p. 103 |
| The power of role modeling in change leadership | p. 107 |
| 6 The Evolution of a Change Leader | p. 119 |
| Introduction | p. 139 |
| The context for learning | p. 120 |
| The learning process and developmental stages | p. 124 |
| Ten dynamic capabilities for change leaders | p. 131 |
| 7 Development Approaches | p. 159 |
| Introduction | p. 160 |
| Capabilities and techniques | p. 162 |
| Development cases | p. 184 |
| Case 1 Developing change leadership capability in a UK energy company | p. 186 |
| Case 2 'Future Leaders' at the UK land registry | p. 191 |
| Case 3 Leaders UK (National School of Government) | p. 196 |
| Case 4 Developing emerging leaders across New Zealand central government | p. 210 |
| Part 3 Organizational Considerations | p. 227 |
| Introduction | p. 227 |
| 8 Evaluating the Impact of Change Leadership Development | p. 229 |
| Introduction | p. 229 |
| Impact diagnostics: | p. 232 |
| Individual measures | p. 233 |
| Team measures | p. 237 |
| Relational measures | p. 240 |
| Organizational measures | p. 244 |
| 9 Managing Change Leadership Talent | p. 257 |
| Introduction | p. 257 |
| The challenge of talent management | p. 258 |
| Implementing talent management | p. 262 |
| Building a talent pipeline | p. 266 |
| Who is responsible for talent management? | p. 268 |
| 10 A Framework for Developing 'Changing' Leadership Capability | p. 271 |
| Introduction | p. 271 |
| What do we need? | p. 273 |
| What do we have? | p. 277 |
| What else do we need to do? | p. 281 |
| Summary | p. 284 |
| 11 Concluding Remarks | p. 287 |
| Introduction | p. 287 |
| Forecasting twenty-first century change leadership roles | p. 291 |
| Looking ahead for change leadership development practitioners and researchers | p. 292 |
| How to find out more | p. 293 |
| Index | p. 297 |
