Developing Change Leaders

Developing Change Leaders


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Developing Change Leaders by Paul Aitken, Malcolm Higgs

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
Publication date: 10/01/2009
Pages: 318
Product dimensions: 6.00(w) x 8.90(h) x 0.80(d)

About 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

Introduction xi

Part 1 The Contemporary Context for Developing Change Leadership 1

Introduction 1

1 The Change Leadership Context 3

Introduction 4

Developments in our understanding of leadership 4

An emerging perspective on leadership 10

The significance of organizational context and culture 14

2 The Challenge of Change 23

Introduction 23

Why is change so important and difficult? 24

Approaches to change and how change happens 32

3 What Does It Take to Lead Change? 41

Introduction 41

Critical roles in a change process 42

Change leadership competencies 45

Change leadership practices 50

Part 2 How to Develop Change Leadership Capability 57

Introduction 57

4 A Values Dialogue for Change Leaders 59

Introduction 60

The world of executive's personal values 62

Discovery of diverse executive's personal values 69

How change leaders can utilize values for change leadership? 72

Implications for the change leadership development community 81

5 Building a Change Leadership Culture 91

Introduction 91

What is 'leadership culture'? 92

Components of leadership culture 97

What is transformational leadership culture 103

The power of role modeling in change leadership 107

6 The Evolution of a Change Leader 119

Introduction 139

The context for learning 120

The learning process and developmental stages 124

Ten dynamic capabilities for change leaders 131

7 Development Approaches 159

Introduction 160

Capabilities and techniques 162

Development cases 184

Case 1 Developing change leadership capability in a UK energy company 186

Case 2 'Future Leaders' at the UK land registry 191

Case 3 Leaders UK (National School of Government)196

Case 4 Developing emerging leaders across New Zealand central government 210

Part 3 Organizational Considerations 227

Introduction 227

8 Evaluating the Impact of Change Leadership Development 229

Introduction 229

Impact diagnostics: 232

Individual measures 233

Team measures 237

Relational measures 240

Organizational measures 244

9 Managing Change Leadership Talent 257

Introduction 257

The challenge of talent management 258

Implementing talent management 262

Building a talent pipeline 266

Who is responsible for talent management? 268

10 A Framework for Developing 'Changing' Leadership Capability 271

Introduction 271

What do we need? 273

What do we have? 277

What else do we need to do? 281

Summary 284

11 Concluding Remarks 287

Introduction 287

Forecasting twenty-first century change leadership roles 291

Looking ahead for change leadership development practitioners and researchers 292

How to find out more 293

Index 297

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