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 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.
leadership, change, emotional intelligence, development
47-64
Higgs, M.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Rowland, D.
9dbe9caa-3c37-4f6d-a7f5-f342d3bbf175
1 August 2001
Higgs, M.
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Rowland, D.
9dbe9caa-3c37-4f6d-a7f5-f342d3bbf175
Higgs, M. and Rowland, D.
(2001)
Developing change leaders: assessing the impact of a development programme.
Change Management Journal, 2 (1), .
(doi:10.1080/146970101123655946).
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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Published date: 1 August 2001
Keywords:
leadership, change, emotional intelligence, development
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Local EPrints ID: 58118
URI: http://eprints.soton.ac.uk/id/eprint/58118
ISSN: 1469-7017
PURE UUID: 76df5b4e-be2a-4f26-8be0-2406a4869bdc
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Date deposited: 12 Aug 2008
Last modified: 16 Mar 2024 03:57
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Author:
D. Rowland
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