Sustaining Change: Leadership That Works [NOOK Book]

Overview

This is a book destined for leaders who wish to implement change more intelligently and effortlessly. Drawing on a combination of rigorous research and extensive organisational experience, the authors present a framework for leading change, 'Changing Leadership', that describes the specific leader practices they have found make the biggest difference between success and failure in implementing high magnitude change. Indeed these four practices, when used in combination, determined 50% of the reason why the ...

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Sustaining Change: Leadership That Works

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Overview

This is a book destined for leaders who wish to implement change more intelligently and effortlessly. Drawing on a combination of rigorous research and extensive organisational experience, the authors present a framework for leading change, 'Changing Leadership', that describes the specific leader practices they have found make the biggest difference between success and failure in implementing high magnitude change. Indeed these four practices, when used in combination, determined 50% of the reason why the changes they studied either succeeded or failed. In this respect, organisational change efforts that ignore the leadership dimension risk reducing their chances of successful implementation by a half.

In essence, the practices richly illustrated in this book require the leader to give up their notion of control over complex and large organisational systems, and instead work to create the conditions within which the organisation will more naturally do its 'own changing'. This requires the leader to adopt a less ego-centric 'shaping' approach to change and in its place adopt an approach that creates a magnetic pull in the towards its purpose, disturbs the currently unhelpful repeating patterns in its culture, and doing so in a way that enables people to process their natural anxiety about change. In doing all of this, the leader works to make change happen in the day to day activity and conversations of the organisation. This is not therefore a book about how to launch and roll out massive change 'programmes'. However, the leadership practices described are equally applicable to very significant and extensive organisational changes - perhaps even more so given the costs offailure and prizes of success in such cases.

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Product Details

  • ISBN-13: 9780470687550
  • Publisher: Wiley
  • Publication date: 8/27/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 392
  • Sales rank: 1,208,482
  • Product dimensions: 6.39 (w) x 9.30 (h) x 1.05 (d)
  • File size: 987 KB

Meet the Author

Compelling writer and thinking practitioner, Deborah Rowland, CEO of Transcend Consultancy (formerly Rowland Fisher Lexon Consulting, RFLC), has had over a 20 year career in organisational change, performance improvement, and leadership development, both as a consultant at Towers Perrin and Omega Management consultants, a business practitioner at Shell and PepsiCo, and a teacher and lecturer at business Schools such as Henley Management College and Bath University, UK. Principal positions have included VP Organisational Development for Pepsi Cola International, NY, PepsiCo's Director of Organisation and Management Development, and Senior Organisational Effectiveness Consultant at Royal Dutch Shell, London. Rowland, who holds a Double First in Archaeology and Anthropology from Cambridge University, now consults extensively around the globe with CEOs and their senior leadership teams helping them to lead significant performance change in their organisations.

Professor of Organisational Behaviour at Southampton University School of Management, Malcolm Higgs has extensive consulting experience with the Hay Group, Arthur Young and as Principal Partner in towers Perrin's Human resource management practice. he has published extensively on leadership, team development, executive assessment, change management, and emotional intelligence - he has jointly developed a psychometric test to measure this. A member of the British Psychological Society and a Chartered Occupational Psychologist, Higgs is also actively involved in consulting on leadership, change and assessment with international companies, both as an individual consultant and Chairman of Transcend Consultancy.

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Table of Contents

1 Introduction 1

Pt. I Defining changing leadership 15

2 Is change changing? 17

3 Are leaders leading? 57

4 Changing leadership - a framework 95

Pt. II Seeing changing leadership 133

5 Attractor - creating magnetic energy 139

6 Edge and tension - amplifies disturbance 173

7 Container - provides holding structure 207

8 Transforming space - creates movement 241

Pt. III Working with changing leadership 275

9 Linking changing leadership 281

10 Developing changing leadership 321

11 Where next? 359

Recommended reading list 367

Index 369

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