Rowland / Higgs Sustaining Change

Leadership That Works
1. Auflage 2009
ISBN: 978-0-470-68755-0
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 392 Seiten, E-Book

This is a book destined for leaders who wish to implement changemore intelligently and effortlessly. Drawing on a combination ofrigorous research and extensive organizational experience, theauthors present a framework for leading change, ?ChangingLeadership?, that describes the specific leader practices they havefound make the biggest difference between success and failure inimplementing high magnitude change. In doing all of this, theleader works to make change happen in the day to day activity andconversations of the organization.

Autoren/Hrsg.

Rowland, Deborah

Higgs, Malcolm

Inhaltsverzeichnis

Foreword.
Acknowledgments.
1 Introduction.
Part I: Defi ning Changing Leadership.
2 Is change changing?
3 Are leaders leading?
4 Changing leadership - a framework.
Part II: Seeing Changing Leadership.
5 Attractor - creating magnetic energy.
6 Edge and tension - amplifi es disturbance.
7 Container - provides holding structure.
8 Transforming Space - creates movement.
Part III: Working With Changing Leadership.
9. Linking Changing Leadership.
10. Developing Changing Leadership.
11. Where Next?
Recommended Reading List.
Index.

Über Autor(innen)

Compelling writer and thinking practitioner, DeborahRowland, CEO of Transcend Consultancy (formerly Rowland FisherLexon Consulting, RFLC), has had over a 20 year career inorganisational change, performance improvement, and leadershipdevelopment, both as a consultant at Towers Perrin and OmegaManagement consultants, a business practitioner at Shell andPepsiCo, and a teacher and lecturer at business Schools such asHenley Management College and Bath University, UK. Principalpositions have included VP Organisational Development for PepsiCola International, NY, PepsiCo's Director of Organisation andManagement Development, and Senior Organisational EffectivenessConsultant at Royal Dutch Shell, London. Rowland, who holds aDouble First in Archaeology and Anthropology from CambridgeUniversity, now consults extensively around the globe with CEOs andtheir senior leadership teams helping them to lead significantperformance change in their organisations.
Professor of Organisational Behaviour at Southampton UniversitySchool of Management, Malcolm Higgs has extensive consultingexperience with the Hay Group, Arthur Young and as PrincipalPartner in towers Perrin's Human resource management practice. hehas published extensively on leadership, team development,executive assessment, change management, and emotional intelligence- he has jointly developed a psychometric test to measure this. Amember of the British Psychological Society and a CharteredOccupational Psychologist, Higgs is also actively involved inconsulting on leadership, change and assessment with internationalcompanies, both as an individual consultant and Chairman ofTranscend Consultancy.