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More About This Title Sustaining Change
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.
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?
Recommended Reading List.
"Rowland and Higgs argue that what leaders do determines half of change implementation success." (Gulf Business, October 2008)