This book is a challenge not to the reader but to any leader. In Sustaining change Rowland and Higgs patiently unpick what it is that allows leaders of change to succeed. This book is much better than many academic studies of leadership because it is borne out of real consultancy work with many different companies, teams and leaders. The authors enthusiasm for their discoveries is infectious and their engaging yet through writing draws you n to the hidden world below the surface of business life. The light they shine is genuinely illuminating; every person reading this book will gain some value and those with the courage to do something differently as a result will gain most. Leaders themselves must be able to change and adapt in order to deliver change. Jeremy Newsum
Leaders often see their jobs as "simplifying the complex", and many have followed the same axiom in leading change often with disappointing or underwhelming results. Leading change, and leading change well , is a hallmark of modern leadership, but it isn t easy. Sustaining change sets froth an original, sophisticated, and powerful approach that is both practical and supported by research. readers will better understand why previous change efforts have fallen short, and how future change efforts can be much more successful... L. Kevin Cox
Leadership and change are two of the key worlds of our time. Here is a book which gets beneath the theories to propose an approach which is realistic, earthed,yet buzzing with suggestions to help leadership at every level to be more effective. the basic message is that leadership can be more than achievement through projects and programmes: good leadership enables change to be owned by the organisation in an ongoing and enduring way. based on a wide range of experience and academic research, the essential leadership practices identified in this book will make it a key manual for leaders in every kind of organization. Dr. Alastair Redfern
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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?
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