Sustaining Change

Compelling writer and thinking practitioner, Deborah Rowland, CEO of Transcend Consultancy (formerly Rowland Fisher Lexon Consulting, RFLC), has had over a 20 year career in organisational change, performance improvement, and leadership development, both as a consultant at Towers Perrin and Omega Management Consultants, a business practitioner at Shell and PepsiCo, and a teacher and lecturer at Business Schools such as Henley Management College and Bath University, UK. Principal positions have included VP Organisational Development for Pepsi Cola International, NY, PepsiCo's Director of Organisation and Management Development, and Senior Organisational Effectiveness Consultant at Royal Dutch Shell, London. Rowland, who holds a Double First in Archaeology and Anthropology from Cambridge University, now consults extensively around the globe with CEOs and their senior leadership teams helping them to lead significant performance change in their organisations. Professor of Organisational Behaviour at Southampton University School of Management, Malcolm Higgs has extensive consulting experience with the Hay Group, Arthur Young and as Principal Partner in Towers Perrin's Human Resource Management practice. He has published extensively on leadership, team development, executive assessment, change management, and emotional intelligence - he has jointly developed a psychometric test to measure this. A member of the British Psychological Society and a Chartered Occupational Psychologist, Higgs is also actively involved in consulting on leadership, change and assessment with international companies, both as an individual consultant and Chairman of Transcend Consultancy.

"…this book will enable organisations to make substantial performance improvements in change leadership." (Government Opportunities, March 2008)"Rowland and Higgs argue that what leaders do determines half of change implementation success." (Gulf Business, October 2008)

• Foreword viiAcknowledgments xi1 Introduction 1Part I Defining Changing Leadership 152 Is change changing? 173 Are leaders leading? 574 Changing leadership – a framework 95Part II Seeing Changing Leadership 1335 Attractor – creating magnetic energy 1396 Edge and tension – amplifies disturbance 1737 Container – provides holding structure 2078 Transforming Space – creates movement 241Part III Working With Changing Leadership 2759 Linking Changing Leadership 28110 Developing Changing Leadership 32111 Where next? 359Recommended reading list 367Index 369