'Stewart Gabel, M.D., has a lot to teach us about organizational change. ...I would recommend it to leaders who are engaged in significant change processes. The points Gabel makes are solid, the cases are realistic, and the guidance offered is educated, accessible, and quite useful.' Eric Lister, M.D. in Psychiatric Services, 53:10 (2002)

• 1. Leaders and Leadership: What Is a Leader?.- 2. The Leader’s Goals During Organizational Transitions: Personal and Professional Issues.- 3. Joining, Affiliation, and Learning.- 4. Defining, Establishing, and Maintaining Credibility.- 5. Searching for Answers, Identifying the Problem(s), Formulating a Transitional Plan.- 6. Presenting the Problems, the Solutions, and the Transitional Plan to Oversight Groups and Organizational Members.- 7. The Leader’s Own Conflict: An Impediment to Change.- 8. The Leader’s Role in Helping Organizational Members Deal with Loss, Grief, and Mourning.- 9. Implementing Change: The Transitional Phase.- 10. Revision versus Staying the Course: Benefits and Risks of Perseverance.- 11. Solidifying Transitional Plan Changes, Introducing New Changes, Establishing a Culture that Accepts Ongoing Change.- References.

'Stewart Gabel, M.D., has a lot to teach us about organizational change. ...I would recommend it to leaders who are engaged in significant change processes. The points Gabel makes are solid, the cases are realistic, and the guidance offered is educated, accessible, and quite useful.' Eric Lister, M.D. in Psychiatric Services, 53:10 (2002)

• 1. Leaders and Leadership: What Is a Leader?.- 2. The Leader’s Goals During Organizational Transitions: Personal and Professional Issues.- 3. Joining, Affiliation, and Learning.- 4. Defining, Establishing, and Maintaining Credibility.- 5. Searching for Answers, Identifying the Problem(s), Formulating a Transitional Plan.- 6. Presenting the Problems, the Solutions, and the Transitional Plan to Oversight Groups and Organizational Members.- 7. The Leader’s Own Conflict: An Impediment to Change.- 8. The Leader’s Role in Helping Organizational Members Deal with Loss, Grief, and Mourning.- 9. Implementing Change: The Transitional Phase.- 10. Revision versus Staying the Course: Benefits and Risks of Perseverance.- 11. Solidifying Transitional Plan Changes, Introducing New Changes, Establishing a Culture that Accepts Ongoing Change.- References.

'Stewart Gabel, M.D., has a lot to teach us about organizational change. ...I would recommend it to leaders who are engaged in significant change processes. The points Gabel makes are solid, the cases are realistic, and the guidance offered is educated, accessible, and quite useful.' Eric Lister, M.D. in Psychiatric Services, 53:10 (2002)

• 1. Leaders and Leadership: What Is a Leader?.- 2. The Leader’s Goals During Organizational Transitions: Personal and Professional Issues.- 3. Joining, Affiliation, and Learning.- 4. Defining, Establishing, and Maintaining Credibility.- 5. Searching for Answers, Identifying the Problem(s), Formulating a Transitional Plan.- 6. Presenting the Problems, the Solutions, and the Transitional Plan to Oversight Groups and Organizational Members.- 7. The Leader’s Own Conflict: An Impediment to Change.- 8. The Leader’s Role in Helping Organizational Members Deal with Loss, Grief, and Mourning.- 9. Implementing Change: The Transitional Phase.- 10. Revision versus Staying the Course: Benefits and Risks of Perseverance.- 11. Solidifying Transitional Plan Changes, Introducing New Changes, Establishing a Culture that Accepts Ongoing Change.- References.