About the Authors ix Acknowledgments xi Preface xiii Introduction xv One The Five Components of Change Leadership 1 Two Moral Purpose 11 Three Understanding Change 39 Four Building Relationships 77 Five Creating and Sharing Knowledge 115 Six Making Coherence 159 Seven Learning the Leadership 185 Appendix: Writings by Well-Known Authors Support the Concepts Presented in Leading in a Culture of Change 221 References 233 Index 237

YOUR PERSONAL GUIDE TO LEADING CHANGE Change is an inevitable part of today's organizational life. To survive as a leader you must develop the skills that will mobilize your constituents to do important work no matter how fast the world around you is changing. Leading in a Culture of Change Personal Action Guide and Workbook is an essential companion to Michael Fullan's bestselling book, Leading in a Culture of Change. This practical guide is designed to help leaders in all sectors (corporate, education, public, and nonprofit) manage and drive productive change within their organizations. The workbook is filled with illustrative case examples, exercises, and resources that you can use with individuals or groups. It will help you (and any change agent) integrate the five core competencies—attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations—and empower you to deal with the issues of complex change. Leading in a Culture of Change Personal Action Guide and Workbook includes Practical tools—cases, activities, action steps, resources—that go a long way to helping leaders implement change in organizationsQuestions that stimulate the application of concepts, techniques, and possibilitiesSummaries of key points, personal assessment exercises, and discussion pointsAn easy-to-use format that has plenty of space for notes and lies flat for photocopying Once you have worked through this book you will have developed a deep understanding that will be a benefit to you personally and professionally. PRAISE FOR LEADING IN A CULTURE OF CHANGE "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 "Using specific examples, Fullan convinces us that the key change principles are equally critical for leadership in business and education organizations." —John Evans, chairman, Torstar Corporation "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 "This small but powerful book is a primer on transformational leadership. He neither oversimplifies the mission of the school administrator nor makes the work appear impossible." —The School Administrator

Praise for Leading In a Culture of Change "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 "Using specific examples, Fullan convinces us that the key change principles are equally critical for leadership in business and education organizations." —John Evans, chairman, Torstar Corporation "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 “This small but powerful book is a primer on transformational leadership. He neither oversimplifies the mission of the school administrator nor makes the work appear impossible.” —The School Administrator

ONE: The Five Components of Change Leadership. TWO: Moral Purpose. THREE: Understanding Change. FOUR: Building Relationships. FIVE: Creating and Sharing Knowledge. SIX: Making Coherence. SEVEN: Learning the Leadership. Appendix. References. Index.