02625nam 2200601 a 450 991014612750332120230721021110.00-470-68755-X1-119-20633-21-282-35014-597866123501460-470-77783-4(CKB)1000000000725063(EBL)470276(OCoLC)609849032(SSID)ssj0000310868(PQKBManifestationID)11266944(PQKBTitleCode)TC0000310868(PQKBWorkID)10314707(PQKB)10841015(MiAaPQ)EBC470276(Au-PeEL)EBL470276(CaPaEBR)ebr10300683(CaONFJC)MIL235014(EXLCZ)99100000000072506320080114d2008 uy 0engur|n|---|||||txtccrSustaining change[electronic resource] leadership that works /Deborah Rowland and Malcolm HiggsChichester, England ;Hoboken, NJ Jossey-Bassc20081 online resource (393 p.)Description based upon print version of record.0-470-72454-4 Includes bibliographical references (p. [367]-368) and index.Introduction -- Is change changing? -- Are leaders leading? -- Changing leadership ? a framework -- Attractor : creating magnetic energy -- Edge and tension : amplifies disturbance -- Container : provides holding structure -- Transforming space : creates movement -- Linking changing leadership -- Developing changing leadership -- Where next?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.Organizational changeLeadershipOrganizational change.Leadership.658.4/06Rowland Deborah904853Higgs Malcolm107460MiAaPQMiAaPQMiAaPQBOOK9910146127503321Sustaining change2023542UNINA