Leadership of change

This section explores the two vital aspects of the change process – leading people and leading process.

Introduction to the Leadership of change section.

Consider the vital aspect of engaging people as a part of change.

Find out about the background and main principles of this model.

Introduction to the Leadership of change section.

Consider the vital aspect of engaging people as a part of change.

Find out about the background and main principles of this model.

Four approaches that can be used to support people through a change process.

Consider the vital aspect of an improvement process as part of change.

This task is being reviewed and the details will be updated soon.

Four approaches that can be used to support people through a change process.

Consider the vital aspect of an improvement process as part of change.

This task is being reviewed and the details will be updated soon.

Communicate to stakeholders why this project is important.

Communicate to stakeholders why this project is important.

    • Bissell, G. (2012). Organisational behavior for social work, Policy Press: Bristol.
    • Bridges, W. (1986). Managing organizational transitions. Organizational dynamics, 15(1), 24-33.
    • Bridges, William, and Susan Mitchell. ‘Leading transition: A new model for change.’ Leader to leader 16, no. 3 (2000): 30-36.
    • Bruner, J. (1986), ‘Two Modes of Thought’, Chapter 2 in Actual Minds, Possible Worlds, Cambridge: Harvard University Press.
    • Buchanan, D. and Huczynski, A. (2010) Organizational Behaviour, Seventh Edition, Harlow, England: Prentice Hall.
    • Cooperrider, D. L. & Srivastva, S. (1987). ‘Appreciative inquiry in organizational life’. In Woodman, R. W. & Pasmore, W.A. (eds.). Research in Organizational Change and Development. Vol. 1. Stamford, CT: JAI Press. pp. 129–169.
    • Daft, R. L., & Noe, R. A. (2001). Organisational learning and change. Organisational behaviour, pp. 618-650.
    • Ganz, M. (2010). Leading change. Leadership, organization and social movements. In N. Nohria & R. Kurana (Eds.), Handbook of leadership theory & practice. Cambridge, MA: Harvard Business School.
    • Heifetz, R. (1994). Leadership without easy answers. Cambridge: Belknap Press.
    • Holt et al (2007) Readiness for Organisational Change. Journal of Applied Behavioural Science. 43, 232, pp. 229-254.
    • Kotter, J (1995) Leading change: Why transformation efforts fail, Harvard Business Review, March–April, p1.
    • Landaeta et al (2008) Identifying sources of resistance to change in healthcare. Int. J. Healthcare Management & Technology. 9,1, pp. 74-96.
    • Lawrence-Pietroni, C. and Needham, C., 2019. Narratives and Storytelling. In Reimagining the Future Public Service Workforce (pp. 55-66). Springer, Singapore.
    • Northouse, P. (2016) Leadership Theory and Practice (Seventh Edition). London: Sage.
    • Schneider, B. and Barbera, K.M. (2014), ‘Introduction: the Oxford Handbook of Organizational Climate and Culture’, in Schneider, B. and Barbera, K.M. (Eds), The Oxford Handbook of Organizational Climate and Culture, Oxford University Press, Oxford, pp. 3-20.
    • Wiggins, L. (2008). Managing the ups and downs of change communication. Strategic Communication Management, 13(1), 20.