Developing Change Leaders The Principles and Practices of Change Leadership Development
Developing Change Leaders: The Principles and Practices of Change Leadership Development by Paul Aitken, published by Routledge in 2010, is a comprehensive resource that addresses the critical challenge of implementing change within organizations. This edition spans 303 pages and is presented in English. The book explores how to cultivate effective change leaders who can significantly impact organizational dynamics, offering practical guidance, frameworks, and tools that are often overlooked in other titles.
Readers will find detailed insights into assessing readiness for leading change and developing essential skills for successful implementation. The authors draw on their real-life experiences in designing development programs and coaching change leaders, providing a blend of academic theory and practical application. Topics such as leadership, organizational development, and human resources are woven throughout the text, culminating in a framework that can be adapted by those tasked with fostering change leadership capabilities.
Official synopsis Publisher
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.
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