Malcolm Higgs

Encompassing interviews with managing directors and CEOs, this book explores the role of business outsiders as leaders. Viewing the term ‘outsider’ in a broad sense, the book considers leader background, perspective, gender, training and family membership and examines the implications, challenges and benefits brought by outsider leaders to their respective business environments. The authors explore questions and themes such as how outsider leaders can enrich an organisation, the importance of relationships and adopting a ‘hybrid’ approach, illuminated by interviewee perspectives. Introducing discussion and analysis through these narratives, Outsider Leadership distils commonalities to frame understanding of their experiences.

This book addresses dark leadership and its toxic consequences for individuals and organisations. It explores how business transformation and organisational change can create dehumanising work environments, where performance is pushed beyond sustainable levels and leadership become rigid, exploitative, and harmful. Through a critical review, case studies, and real-world examples of dark leadership concept, the book examines dark leadership styles such as Narcissistic, Psychopathic, Machiavellian, Toxic, and Exploitative, and how these behaviours often emerge in both senior and middle management. It offers insight into the ways external pressures are internalised by leaders and translated into damaging expectations for individuals and teams. Chapters guide the reader through recognising the signs of dark leadership, understanding its psychological and organisational impact, and developing practical strategies for resistance, resilience, and change. This book is a valuable resource for leaders, consultants, students, and academics seeking to better understand the darker side of leadership and navigate complex, high-pressure organisational contexts with greater awareness and integrity.

Drawing on research into leadership and emotional intelligence, this updated second edition presents a framework that can lead to effective change implementation. It reflects on more recent arguments, research and changes in the areas of leadership and change, such as relational leadership, shared leadership, and the significant role of purpose beyond profit. Two new chapters explore the dark side of leadership and mindful leadership. Set against a backdrop of increasing complexity, the book responds to the need for organisations to continuously change and transform and book addresses the real challenges of effective implementation. Exploring these concepts at individual, team and organizational levels, this book recognises the complexity of the topic and combines rigour with relevance to underpin the framework with empirical evidence.

Drawing on research into leadership and emotional intelligence, this updated second edition presents a framework that can lead to effective change implementation. It reflects on more recent arguments, research and changes in the areas of leadership and change, such as relational leadership, shared leadership, and the significant role of purpose beyond profit. Two new chapters explore the dark side of leadership and mindful leadership. Set against a backdrop of increasing complexity, the book responds to the need for organisations to continuously change and transform and book addresses the real challenges of effective implementation. Exploring these concepts at individual, team and organizational levels, this book recognises the complexity of the topic and combines rigour with relevance to underpin the framework with empirical evidence.

Providing an alternative to short term, bottom line thinking this book enters into a deeper dialogue about the role of personal values in strategy formulation and implementation. Personal values are at the core of people’s personality. They influence the choices we make, the people we trust, the appeals we respond to, and the way we invest our time and energy. In turbulent times, values give a sense of direction amid conflicting views and demands. This book summarises current research in this area and introduces a new model around what personal values guided strategy is, how it’s linked to strategic choice and organizational goals and how it impacts upon organizational performance. Once personal value systems are recognized, personal value systems and their alignment to strategies, goals and missions provide powerful insight into how resistance to strategies is caused. With implications for leadership development, corporate governance and strategic HRM, this book extends research in this area and is essential reading for anyone involved in strategy implementation.

Drawing on research into leadership and emotional intelligence, this book presents a framework that can lead to effective change implementation. Set against a backdrop of increasing complexity, volatility and uncertainty, the book responds to the need for organisations to continuously change and transform, and addresses the real challenges of effective implementation. Exploring these concepts at individual, team and organizational levels, Leading with Emotional Intelligence recognises the complexity of the topic and combines rigour with relevance to underpin the framework with empirical evidence.

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.

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.

This is a book destined for leaders who wish to implement change more intelligently and effortlessly. Drawing on a combination of rigorous research and extensive organizational experience, the authors present a framework for leading change, ? Changing Leadership?, that describes the specific leader practices they have found make the biggest difference between success and failure in implementing high magnitude change. In doing all of this, the leader works to make change happen in the day to day activity and conversations of the organization.