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Based on neuroscience research, this book presents and demonstrates a 'Ten Enablers' model as a framework to help change leaders successfully lead and manage change. It focuses on the execution of change processes within volatile and challenging emerging markets with high growth potential.
The book first presents the organizational development and change research on which the model is based, and discusses the basic neuroscience principles. It then introduces a systematic model of the ten enablers, taking readers through the process of change, from considering the ethos prior to embarking on it, including engagement of stakeholders, up to the final phase, where change leaders exit the process or the organization. It highlights this circular process through several step-by-step illustrations, supported by examples from emerging markets. Further, it includes neuroscience research and principles to help leaders understand and manage change in themselves and others. This well-researched and practical book is a valuable resource for students and professionals alike.
Inhaltsverzeichnis
Theoretical Background: Orientation to Change Leadership.- Leadership of Change.- Introduction to Neuroscience and Change.- Practical Application: The Ten Enablers Model.- First Enabler - Ethos.- Second Enabler - Ego Mastery.- Third Enabler - Explore.- Fourth Enabler - Eureka Moments.- Fifth Enabler - Envision.- Sixth Enabler - Engage.- Seventh Enabler - Embark.- Eighth Enabler - Execute.- Ninth Enabler - Evaluate.- Tenth Enabler - Exit.- Conclusion and Future Research.
Über den Autor / die Autorin
Caren Scheepers is senior lecturer of contextual leadership and organizational behavior and development at the Gordon Institute of Business Science (GIBS), University of Pretoria, South Africa. She holds a PhD in psychology and is an accredited professional coach with the International Coaching Federation. She has been consulting on several large scale organizational development interventions in international consulting environments, and has served as an internal management consultant for the financial services industry.
Sonja Swart has successfully managed change and organizational development projects in the private and public sectors in Africa for over 30 years. Her projects range from business turnaround projects to business re-engineering, culture change and quality improvement. She has a passion for developing change leaders, and has trained over two thousand change leaders internationally.
