Understanding change leadership is critical—no matter what type of organization you work for. Yet, with up to 70 percent of change efforts failing to achieve their intended results, most managers are not prepared for change. In fact, in the face of potential failure, people often continue doing things the same old way, explains Sawyer Business School Professors Colette Dumas and Richard Beinecke.
To help leaders embrace and adapt to change, the two professors have edited a series of books on the subject.
The three volumes—Theoretical Foundations of Change Leadership, Change Leadership: Research and Theory, and The Emerging Edge of Change Leadership—connect the most recent theoretical models to practical situations. Each book contains 15-18 carefully selected articles that address change leadership from various disciplines, including psychology, public management, organization theory, management theory, organizational behavior, life sciences, chaos theory, and complex systems theory.
The authors emphasize that the field of change leadership is more integrated and strategic than ever before. To successfully guide organizations through change, leaders must be able to:
- Encourage their organizations to learn, innovate, experiment, and question
- Prepare their organizations for change, constantly seek new perspectives, and encourage employee participation
- Be aware of trends, crises, and evolution in their fields
To learn more, or to order a copy of the book, visit the Sage website.