The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking ActionJay A. Conger, Gretchen M. Spreitzer, Edward E. Lawler, III A Stunning Achievement in Change ManagementIn October of 1997, the nation's top business theorists and practitioners met at a conference cosponsored by USC's Leadership Institute and the Center for Effective Organizations. The group was challenged to present their most advanced ideas regarding leadership and change management. This guide is the stunning result of their collective efforts. Charged with fascinating case studies, action strategies, and unbeatable advice, The Leader's Change Handbook features fresh works by Christopher Bartlett, Michael Beer, John Kotter, David Nadler, Ron Heifetz, Susan Mohrman, Bob Quinn and other distinguished contributors. What it offers is a uniquely coherent, cutting-edge approach to leading today's organizations -- an approach only this elite group, working together toward a common vision, could offer. |
Contents
The Case of Lucent Technologies | 3 |
The Path | 26 |
Setting Directions Principles to Guide | 53 |
The Eight Steps to Transformation | 87 |
Executive Leadership of Corporate | 100 |
Taking Action New Strategies | 125 |
Culture Change | 162 |
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Common terms and phrases
achieve action adaptive alignment approach assumptions authority become behavior building challenge change agent chapter clear commitment communication competencies competitive complex consultants continuous corporate corporate transformation create culture customers decision direction effective effort elements emergent employees engage environment example executives expected experience face Figure firm Fitness focus focused force functions future implement important increased individual industry initiatives internal involved issues knowledge lead leaders leadership learning levels major means meeting move operating opportunities organization organizational parent performance positive practice problems Profiling relationship responsibility Review role Schacht senior sense shared situations skills social spinoff strategy structures successful task theory tion top management top team transformation understanding units values vision Welch