Developing Change Leaders

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More About This Book

Overview

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.

Product Details

  • ISBN-13: 9780750683777
  • Publisher: Taylor & Francis Ltd
  • Publication date: 10/1/2009
  • Pages: 318
  • Product dimensions: 6.00 (w) x 8.90 (h) x 0.80 (d)

Meet the Author

Professor of HR Management and Organisation Behaviour at Southampton University School of Management. Prior to this appointment Malcolm was the Director of the School of Leadership, Change and HR and Research Director of Henley Management College.He remains a Visiting Professor at Henley Management College. He moved to Henley from a role as Principal Partner in Towers Perrin's International Human Resource Management practice. In this role he was responsible for Organisation Change and Management Development, Assessment, Leadership Development and Training projects for clients and for developing programmes and strategies for human resource and change management. In addition he was responsible for the firm's International leadership development practice.

Table of Contents

Part 1: The Contemporary Context for Developing Change Leadership Introduction to Part 1
Chapter 1: The Change Leadership Context Chapter 2: The Challenge of Change Chapter 3: What does it take to Lead Change Part 2: How to Develop Change Leadership Capability Introduction to Part 2
Chapter 4: A Values Dialogue for Change Leaders Chapter 5: Building a Change Leadership Culture Chapter 6: The Evolution of a Change Leader Chapter 7: Development Approaches Part 3: Organisational Considerations Introduction to Part 3
Chapter 8: Evaluating the Impact of Change Leadership Development Chapter 9: Managing Change Leadership Talent Chapter 10: A Framework for Developing ‘changing’ Leadership Capability Concluding Remarks

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