Developing Change Leaders
The principles and practices of change leadership development
- 1st Edition - September 16, 2009
- Latest edition
- Authors: Malcolm Higgs, Paul Aitken
- Language: English
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 addressin… Read more
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Description
Description
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.
Key features
Key features
* Structured in three parts to provide a flexible resource that considers the contemporary context of change leadership, values and leadership culture, and broader organizational considerations which impact on the nature, development and impact measurement of change leadership capability
* Concludes with an overarching framework for use and adaptation by those responsible for developing change leaders
Readership
Readership
Table of contents
Table of contents
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
Product details
Product details
- Edition: 1
- Latest edition
- Published: September 16, 2009
- Language: English
About the authors
About the authors
MH
Malcolm Higgs
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.
PA