Sustaining Change: Leadership That Works

This is a book destined for leaders who wish to implement change more intelligently and effortlessly. Drawing on a combination of rigorous research and extensive organizational experience, the authors present a framework for leading change, ?Changing Leadership?, that describes the specific leader practices they have found make the biggest difference between success and failure in implementing high magnitude change. In doing all of this, the leader works to make change happen in the day to day activity and conversations of the organization.

Table of Contents:
Foreword vii Acknowledgments xi 1 Introduction 1 Part I Defining Changing Leadership 15 2 Is change changing? 17 3 Are leaders leading? 57 4 Changing leadership – a framework 95 Part II Seeing Changing Leadership 133 5 Attractor – creating magnetic energy 139 6 Edge and tension – amplifies disturbance 173 7 Container – provides holding structure 207 8 Transforming Space – creates movement 241 Part III Working With Changing Leadership 275 9 Linking Changing Leadership 281 10 Developing Changing Leadership 321 11 Where next? 359 Recommended reading list 367 Index 369

About the Author :
Compelling writer and thinking practitioner, Deborah Rowland, CEO of Transcend Consultancy (formerly Rowland Fisher Lexon Consulting, RFLC), has had over a 20 year career in organisational change, performance improvement, and leadership development, both as a consultant at Towers Perrin and Omega Management Consultants, a business practitioner at Shell and PepsiCo, and a teacher and lecturer at Business Schools such as Henley Management College and Bath University, UK. Principal positions have included VP Organisational Development for Pepsi Cola International, NY, PepsiCo's Director of Organisation and Management Development, and Senior Organisational Effectiveness Consultant at Royal Dutch Shell, London. Rowland, who holds a Double First in Archaeology and Anthropology from Cambridge University, now consults extensively around the globe with CEOs and their senior leadership teams helping them to lead significant performance change in their organisations. Professor of Organisational Behaviour at Southampton University School of Management, Malcolm Higgs has extensive consulting experience with the Hay Group, Arthur Young and as Principal Partner in Towers Perrin's Human Resource Management practice. He has published extensively on leadership, team development, executive assessment, change management, and emotional intelligence - he has jointly developed a psychometric test to measure this. A member of the British Psychological Society and a Chartered Occupational Psychologist, Higgs is also actively involved in consulting on leadership, change and assessment with international companies, both as an individual consultant and Chairman of Transcend Consultancy.

Review :
"…this book will enable organisations to make substantial performance improvements in change leadership." (Government Opportunities, March 2008) "Rowland and Higgs argue that what leaders do determines half of change implementation success." (Gulf Business, October 2008)