02623nam 2200613 a 450 991081919870332120200520144314.00-470-68755-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 leadership that works /Deborah Rowland and Malcolm Higgs1st ed.Chichester, 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 Deborah1615773Higgs Malcolm107460MiAaPQMiAaPQMiAaPQBOOK9910819198703321Sustaining change4009409UNINA