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Leading in a Culture of Change Paperback – January 1, 2001
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"...offers valuable insights into the dynamics of change...full of illustrative case examples, exercises and resources..." (Long Range Planning, Number 38, 2005)
"...easy to read and understand..." (Personnel Today, 2nd October 2001)
"This is a book for all would-be heads of department and deputy heads. Every serving head should buy a copy. I shall buy at least 50 and enjoy giving them away to those at the start of their careers in the confident knowledge that the next generation will be more successful as leaders than the present one." (Times Education Supplement, 7 September 2001)--This text refers to an out of print or unavailable edition of this title.
"At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees."
—Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation
"Fullan articulates clearly the core values and practices of leadership required at all levels of the organization. Using specific examples, he convinces us that the key change principles are equally critical for leadership in business and education organizations."
—John Evans, chairman, Torstar Corporation
"In Leading in a Culture of Change, Michael Fullan deftly combines his expertise in school reform with the latest insights in organizational change and leadership. The result is a compelling and insightful exposition on how leaders in any setting can bring about lasting, positive, systemic change in their organizations."
—John Alexander, president, Center for Creative Leadership
"Michael Fullan's work is remarkable. He masterfully captures how leaders can significantly improve their learning and performance, even in the uncontrollable, chaotic circumstances in which they practice. A tour de force."
—Anthony Alvarado, chancellor of instruction, San Diego City Schools
"Too often schools and businesses are seen as separate and foreign places. Michael Fullan blends the best of knowledge from each into an exemplary template for improving leadership in both."
—Terrence E. Deal, coauthor of Leading with Soul
"The sign of outstanding and inspired leadership is the ability to lead rather than be led by the forces of change. How do leaders in private, public, and not-for-profit sectors meet the challenges of today's complex world? This book shows the way."
—Veronica Lacey, president and CEO, The Learning Partnership
"Michael Fullan debunks the notion that there is a 'one-size-fits-all' blueprint for managing change. Leading in a Culture of Change is an excellent book for all educators and business leaders. Readers will gain powerful new insights into developing the core capabilities required for effective leadership under conditions of complex change."
—Kenneth Lalonde, executive vice president, Canadian Imperial Bank of Commerce
"A great book for leaders everywhere who are truly interested in learning and cultivating the leadership potential in others."
—Marilyn Knox, president, Nutrition, Nestle Canada Inc.
"Michael Fullan has no truck with simplistic solutions or superheroes. Instead he helps leaders understand the paradoxes of complex cultural change-leaders from all sectors will learn from his insights."
—Heather Duquesnay, director and chief executive, National College for School Leadership, England
"Leading in a Culture of Change describes vividly the kind of leadership necessary to bring about successful change in modern times. At its heart is building capacity-a powerful message."
—Michael Barber, head, Standards and Effectiveness Unit, Department for Education and Employment, London, England
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The first chapter of Fullan’s book presented an illustration and brief description of his framework for leadership. It included five components: possessing moral purpose, understanding change, building better relationships, creating and sharing knowledge, and coherence making. They stem from the demand of leaders to collectively mobilize people to adopt internal commitment for change, confront new and challenging problems, and to balance on the edge of creativity and chaos.
Leaders looking to guide people through change would benefit from Fullan's ideas, supported by the examples of successful organizations worldwide.