Leaders in Transition: the dramas of ordinary heroes
Ashridge, 2003
This report offers a new and down-to-earth view of what happens to individuals and organisations when leaders change and what people can do to make leadership changes succeed.
An international team backed by Ashridge and Groupe HEC lived alongside leaders and their organisations for periods of one to two years and experienced the ups and downs as new leaders took up their roles in a mix of commercial and public sector organisations. The "warts and all" picture we found was very different from the sanitised, retrospective accounts you see in much management research.
< Publications
This report offers a new and down-to-earth view of what happens to individuals and organisations when leaders change and what people can do to make leadership changes succeed.
An international team backed by Ashridge and Groupe HEC lived alongside leaders and their organisations for periods of one to two years and experienced the ups and downs as new leaders took up their roles in a mix of commercial and public sector organisations. The "warts and all" picture we found was very different from the sanitised, retrospective accounts you see in much management research.
< Publications
