Developing Change Leaders: The principles and practices of change leadership development

✍ Scribed by Paul Aitken, Malcolm Higgs

• Year: 2009
• Tongue: English
• Leaves: 301
• Edition: 1
• Category: Library

✦ Synopsis

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. * Based on the authors' real-life experience of designing development programmes and coaching individual change leaders to help you increase your skills without the need for expensive consultancy and training on change leadership 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

✦ Table of Contents

Copyright Page......Page 1
Dedications......Page 2
Who this book is for?......Page 3
How this book works?......Page 4
References......Page 6
Introduction......Page 7
References......Page 8
The Change Leadership Context......Page 9
Developments in our understanding of leadership......Page 10
The Long Line in Retrospect......Page 13
Behavioral and Situational Theories of Leadership......Page 14
Transformational and Transactional Theories......Page 15
An emerging perspective on leadership......Page 16
A Potential Framework for Understanding Leadership......Page 18
Summary of This Emerging Perspective......Page 19
The significance of organizational context and culture......Page 20
References......Page 27
Introduction......Page 28
Why is change so important and difficult?......Page 29
Types of Change......Page 30
Resistance to Change......Page 32
What has been Learned from Working with Organizations?......Page 36
Approaches to change and how change happens......Page 37
References......Page 44
Introduction......Page 45
Critical roles in a change process......Page 46
Change leadership competencies......Page 49
Does it Take Emotional Intelligence to Lead Change Effectively?......Page 53
Change leadership practices......Page 54
References......Page 59
Introduction......Page 60
A Values Dialogue for Change Leaders......Page 62
Introduction......Page 63
The world of executive’s personal values......Page 65
Study 2 – Lichtenstein (2005)......Page 72
How change leaders can utilize values for change leadership?......Page 75
The Market Culture......Page 82
The Hierarchy Culture......Page 83
Implications for the change leadership development community......Page 84
References......Page 87
Introduction......Page 93
What is ‘leadership culture’?......Page 94
Research Approach......Page 99
Findings......Page 101
Discussion......Page 104
What is transformational leadership culture......Page 105
The power of role modeling in change leadership......Page 109
What Questions does this Raise for the Change Leader?......Page 114
References......Page 117
Introduction......Page 121
The context for learning......Page 122
The learning process and developmental stages......Page 126
Ten dynamic capabilities for change leaders......Page 133
Capability 1 – Develop Mindfulness, Using Three Capacities for Leadership of Change Decision Making......Page 134
Capability 3 – Become a Co-creator of a Learning Culture......Page 135
Capability 4 – Future Sense-making Combined with Strategic Thinking......Page 137
Capability 5 – Develop ‘Total’ Leadership......Page 138
Capability 6 – Develop ‘Transcultural’ Competence......Page 140
Capability 7 – Develop 1:1 Relational Skills: Coaching......Page 142
Capability 8 – Develop 1: Many Dialogue Skills; Action Learning, Facilitation and Process Consulting......Page 143
Capability 9 – Emotional Intelligence......Page 147
Capability 10 – High-Quality Performance Challenge Culture and Dialogue......Page 150
The GROW model for performance challenge dialogue......Page 152
R – Reality......Page 153
W – Will......Page 155
References......Page 157
Development Approaches......Page 160
Introduction......Page 161
Capabilities and techniques......Page 163
Introduction......Page 185
Program Development......Page 187
Program Design......Page 189
Program Outcomes......Page 191
Purpose and key roles......Page 192
Measures of Success......Page 193
Comments from Future Leaders Reflecting the Content......Page 194
Background......Page 197
Learning Journey Schedule......Page 198
What sort of things might go into a portfolio?......Page 199
Learning mechanisms......Page 201
Purpose and Key Roles......Page 211
Design Features of the ‘Learning Centre’......Page 212
Design Features of the ‘Leadership Program’......Page 218
Development goals: six critical personal effectiveness levers......Page 221
References......Page 225
Introduction......Page 227
Introduction......Page 229
Level 1: Reaction......Page 230
Level 4: Results......Page 231
Impact diagnostics......Page 232
A The ‘Leadership Dimensions Questionnaire’ (the Emotional Dimensions – EQ were covered in Chapter 3)......Page 233
B ‘Personal Brand Values’ – Assessment of a leader’s and employee’s likely level of engagement given diverse values (the history and makeup of the six values was covered in Chapter 4)......Page 235
C Measure of how leaders transition to become effective change leaders (‘Expert Orientation’) by building long-lasting core organizational capabilities (Catherine Hayes Partnership)......Page 236
Team Measures......Page 237
A ‘Leadership Culture Display’ (for Board, senior executive teams or management cohorts – this has also be adapted for individual assessment – examples of the behaviors were outlined in Chapter 5)......Page 238
A Trust in the change leadership relationships (Aitken and Platts)......Page 240
B Changes in business culture – Concordia International Ltd – Workplace Performance Culture (WPC) Audit......Page 244
C Measures of workplaces conducive to changing diversity, e.g. women (Concordia International Ltd – Women in the Workplace questionnaire)......Page 247
D Results demonstrating growth in ‘Intellectual Capital’ (IC) through change leadership actions......Page 248
E Measures employed in the most comprehensive analysis of ‘people and the bottom line’ to date (Tamkin, Cowling & Hunt, 2008)......Page 252
References......Page 256
Introduction......Page 257
Drivers of Interest......Page 258
The Value of Human Capital......Page 259
Talent-Management Issues......Page 261
Implementing talent management......Page 262
Building a talent pipeline......Page 266
Application in the Context of Change Leadership Talent......Page 267
Who is responsible for talent management?......Page 268
References......Page 270
Introduction......Page 271
What do we need?......Page 273
What do we have?......Page 277
Assessment......Page 278
Using the Assessment......Page 279
What else do we need to do?......Page 281
Leadership Attention and Focus......Page 282
Ensuring that the Leadership Capabilities Are Taken Seriously......Page 283
Summary......Page 284
References......Page 285
Introduction......Page 286
Forecasting twenty-first century change leadership roles......Page 290
Looking ahead for change leadership development practitioners and researchers......Page 291
Personal Profile......Page 292
References......Page 293
C......Page 295
H......Page 297
L......Page 298
P......Page 299
T......Page 300
Z......Page 301