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Building change leadership capability

Building change leadership capability
Building change leadership capability
Whilst the literature highlights the continuing, and indeed growing significance, of the challenge of implementing change effectively (e.g. Kotter, 1994; Carnall, 1999) and explores reasons for failures (e.g. Kotter, 1998) there seems to be little agreement on a way forward. The seeds for potential progress appear to lay within the examination of change competencies and the building of capability for managing significant and continuing change.
This paper examines the literature relating to change competencies and capabilities and presents a case study which demonstrates how a competence-based approach has been applied in practice. The process of identifying critical competencies is explored and a specific change competency framework is examined. In exploring the case qualitative evidence is presented which suggests that the competency framework, and its application in practice, has had a real impact on the development of change capability in an organisation. However, this research is seen as being exploratory and providing a stimulus for further research streams which are described towards the end of the paper. The paper concludes that it is by focusing on what is involved in implementing change which will lead to a real understanding of the critical competencies required and of a means of building change capability with an organisation.
HWP 200004
Henley Business School, University of Reading
Higgs, M.J.D.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Rowland, D.
9dbe9caa-3c37-4f6d-a7f5-f342d3bbf175
Higgs, M.J.D.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Rowland, D.
9dbe9caa-3c37-4f6d-a7f5-f342d3bbf175

Higgs, M.J.D. and Rowland, D. (2000) Building change leadership capability (Henley Working Paper Series, HWP 200004) Henley, UK. Henley Business School, University of Reading

Record type: Monograph (Working Paper)

Abstract

Whilst the literature highlights the continuing, and indeed growing significance, of the challenge of implementing change effectively (e.g. Kotter, 1994; Carnall, 1999) and explores reasons for failures (e.g. Kotter, 1998) there seems to be little agreement on a way forward. The seeds for potential progress appear to lay within the examination of change competencies and the building of capability for managing significant and continuing change.
This paper examines the literature relating to change competencies and capabilities and presents a case study which demonstrates how a competence-based approach has been applied in practice. The process of identifying critical competencies is explored and a specific change competency framework is examined. In exploring the case qualitative evidence is presented which suggests that the competency framework, and its application in practice, has had a real impact on the development of change capability in an organisation. However, this research is seen as being exploratory and providing a stimulus for further research streams which are described towards the end of the paper. The paper concludes that it is by focusing on what is involved in implementing change which will lead to a real understanding of the critical competencies required and of a means of building change capability with an organisation.

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Published date: 2000

Identifiers

Local EPrints ID: 51513
URI: http://eprints.soton.ac.uk/id/eprint/51513
PURE UUID: e8502fc9-abcd-4779-af77-02c7bf2e631e

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Date deposited: 21 Aug 2008
Last modified: 13 Mar 2019 20:48

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Contributors

Author: M.J.D. Higgs
Author: D. Rowland

University divisions

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