Implementing change is a major business challenge. Is your leadership up to the task?

With change initiatives failing so frequently despite many books on the market addressing separately the topics of leadership and change management, Developing Change Leaders tackles in one concise volume the all-important question of how to develop effective change leaders who make a difference to organizational life.

Providing the detailed practical guidance, frameworks and tools that competing titles lack, this how-to book will help you address the challenges of change and develop your own interventions.

Based on the authors’ real-life experience of designing development programmes and coaching individual change leaders, Developing Change Leaders will help you to assess your readiness for leading change and develop the necessary skills to make change successful.

Considering the essential background theory, including the contemporary context of change leadership and broader organizational considerations which impact on change leadership capability, the book concludes with an overarching framework for use and adaptation by those responsible for developing change leaders.

Combining academic prowess and industry consultancy experience, Paul Aitken and Malcolm Higgs are the ideal experts to translate academic theory into leadership and human resource practice.

Key Features

* Based on the authors' real-life experience of designing development programmes and coaching individual change leaders to help you increase your skills without the need for expensive consultancy and training on change leadership
* Structured in three parts to provide a flexible resource that considers the contemporary context of change leadership, values and leadership culture, and broader organizational considerations which impact on the nature, development and impact measurement of change leadership capability
* Concludes with an overarching framework for use and adaptation by those responsible for developing change leaders


Senior human resource, human resource development and organization development practitioners; Senior managers needing to build effective change teams; Executive coaches; Students taking change leadership courses.

Table of Contents

Part 1: The Contemporary Context for Developing Change Leadership
Introduction to Part 1
Chapter 1: The Change Leadership Context
Chapter 2: The Challenge of Change
Chapter 3: What does it take to Lead Change
Part 2: How to Develop Change Leadership Capability
Introduction to Part 2
Chapter 4: A Values Dialogue for Change Leaders
Chapter 5: Building a Change Leadership Culture
Chapter 6: The Evolution of a Change Leader
Chapter 7: Development Approaches
Part 3: Organisational Considerations
Introduction to Part 3
Chapter 8: Evaluating the Impact of Change Leadership Development
Chapter 9: Managing Change Leadership Talent
Chapter 10: A Framework for Developing ‘changing’ Leadership Capability
Concluding Remarks


No. of pages:
© 2009
Print ISBN:

About the authors

Malcolm Higgs

Professor of HR Management and Organisation Behaviour at Southampton University School of Management. Prior to this appointment Malcolm was the Director of the School of Leadership, Change and HR and Research Director of Henley Management College.He remains a Visiting Professor at Henley Management College. He moved to Henley from a role as Principal Partner in Towers Perrin's International Human Resource Management practice. In this role he was responsible for Organisation Change and Management Development, Assessment, Leadership Development and Training projects for clients and for developing programmes and strategies for human resource and change management. In addition he was responsible for the firm's International leadership development practice.


“This book delivers a comprehensive, multi-dimensional work which will inform both the individual and organization on the necessary environment for and best practice in developing change leaders.”
Claire Collins, Director, Henley Partnership and Subject Area Leader, Leadership & Change, Henley Business School, UK

“This is required reading for students of business and more-than-useful general reading for managers in all industries and sectors across the world. This is executive education in a book.”
Professor Ken Parry, Director of the Centre for Leadership Studies, Bond University, Australia and Founding Director, Centre for the Study of Leadership, New Zealand