Sage Journals: Discover world-class research

Abstract

The accelerating pace of change in globalization, communications, disruptive technologies, capital flows and alliances have created fundamental shifts in business operations. Where many popular leadership models may provide formulae to help solve some business problems, they are insufficient to deal with the pace and polyvalent character of constant, rapid change. Managing change- its impact on organizational structure, group culture, and personal management styles - is one of the most fundamental and enduring aspects of leadership. Paradoxically, while the relative value of the once-celebrated individual leader as superman or woman is being questioned, great leadership has never been more urgent or more difficult.

Get full access to this article

View all access options for this article.

References

Abrahamson, E. (2000). Change without pain. Harvard Business Review, Jul-Aug, 75-79.

Accenture Institute for Strategic Change ( 2001). The Evolving Role of Executive Leadership, www.accenture.com.

Bartlett, C. and Ghoshal, S. (1998). Beyond the Russian doll management model: New personal competencies for new management roles, edit. Hambrick, D., Nadler, D., and Tushman, M. Navigating Change. Harvard Business School Press: Boston, 70-97.

Buckingham, M. and Coffinan, C. (1999). First, Break All the Rules. Simon and Schuster: New York.

Byrne, J.A. (1998). A close-up look at how america's no. manager runs GE. Business Week, June 8, 90-112.

Cheson, B. (2003). Radioimmunotherapy of non-Hodgkins Lymphomas. Blood, 391-398, vol. 101, no. 2.

Christensen, C. and Overdorf, M. (2000). Meeting the challenge of disruptive change. Harvard Business Review, Mar-Apr, 66-76.

Coffier, B. (2002). CHOP chemotherapy plus rituximab compared with CHOP alone in elderly patients with diffuse large B-cell lymphoma, New England Journal of Medicine, Vol. 346, No. 4, 235-242.

Corporate Leadership Council (2001). Change Management Models and Business Applications. Corporate Executive Board.

10.

Goold, M. & Campbell, A. (1987). Many best ways to make strategy. Harvard Business Review, Nov.

11.

Hannan, M. , Polos, L. , Carroll, G. (2002). Structural inertia and organizational change revisited i: architecture, culture, and cascading change. Research Paper No. 1732, Graduate School of Business, Stanford University.

12.

Kotter, J. (1998). Winning at change. Leader to Leader . http://www.drucker.org.

13.

Kegan, R. and Lahey, L. (2001). The real reason people won't change. Harvard Business Review. Nov, 84-92.

14.

LaClair, J. and Rao, R. (2002). Helping employees embrace change. The McKinsey Quarterly. No. 4.

15.

Marshall, J. and Conner, D. (2000). Another reason why companies resist change. Strategy and Business. Aug.

16.

Moran, J. and Avergun, A. (1997). Creating lasting change. The TQM Magazine. Vol. 9, No. 2, 146-151.

17.

Schaeffer, L. (2002) The leadership journey. Harvard Business Review. Oct, 42-47.

18.

Snook, S. (2000). Friendly Fire. Princeton University Press: Princeton, NJ.

From Leaders to Leadership: Managing Change

Abstract

Get full access to this article

References