Developing change leaders: assessing the impact of a development programme
Developing change leaders: assessing the impact of a development programme
The literature on Change Management and Change Leadership recognise the significance of change as a core aspect of business which is enduring rather than transient (eg Beer and Nohria, 2000; Conner, 1999). However, relatively little research has been conducted in to the competencies required for effective Change Leadership, and even less about how these competencies might be developed (Higgs and Rowland, 2000a; 2000b).
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.
Henley Business School, University of Reading
Higgs, M.J.D.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
2001
Higgs, M.J.D.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Higgs, M.J.D.
(2001)
Developing change leaders: assessing the impact of a development programme
(Henley Working Paper Series, HWP 0106)
Henley, UK.
Henley Business School, University of Reading
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Monograph
(Working Paper)
Abstract
The literature on Change Management and Change Leadership recognise the significance of change as a core aspect of business which is enduring rather than transient (eg Beer and Nohria, 2000; Conner, 1999). However, relatively little research has been conducted in to the competencies required for effective Change Leadership, and even less about how these competencies might be developed (Higgs and Rowland, 2000a; 2000b).
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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Published date: 2001
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Local EPrints ID: 51510
URI: http://eprints.soton.ac.uk/id/eprint/51510
PURE UUID: 81d3f6f5-bedd-4cf5-8ab1-ba64fa942719
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Date deposited: 21 Aug 2008
Last modified: 22 Oct 2022 01:40
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