Developing change leaders: Assessing the impact of a development programme

Malcolm John Higgs · Deborah Rowland

63 citations0/0 files storedJournal of Change Management

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Organizational Change and Leadership Leadership and Management in Organizations Organizational Management and Change

Abstract

The literature on change management and change leadership recognises the significance of change as a core aspect of business which is enduring rather than transient. Relatively little research has been conducted into the competencies required for effective change leadership, however, and even less about how these competencies might be developed. This paper examines the application of a process to develop change leadership within one organisation and the impact which this has had in business, organisational and individual competency terms. Using a combination of quantitative and qualitative research, the authors have demonstrated that a development intervention has had a notable impact on all three areas. The lessons from this case are discussed along with proposals for further areas of future research.

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References

1990The Fifth Discipline 2009Leading change: why transformation efforts fail 201558. Contingency, Irony and Solidarity 1992The Tree of Knowledge: The Biological Roots of Human Understanding 1992Management research: An introduction 2002Dialogue and the Art of Thinking Together 1997Multimethodology: Towards a framework for mixing methodologies 2000Breaking the Code of Change

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