Change Management and Strategic Leadership for Morrison

This report provides an in-depth analysis of change management and strategic leadership, focusing on a case study of Wm Morrison. It begins by defining strategic leadership and change management, emphasizing their importance in achieving organizational goals. The report then explores classical and contemporary management theories, including scientific, administrative, bureaucratic, behavioral, quantitative, and contingency approaches. It also examines total quality management (TQM) and learning organizations. Furthermore, the report delves into various leadership styles such as visionary, coaching, affiliative, democratic, pacesetting, and commanding, highlighting their applications. It covers stakeholder analysis, including identifying internal and external stakeholders, assessing their influence, and managing their relationships. The report also discusses the change process, its implications, and strategies for successful implementation, including operational and knowledge indicators. Finally, it addresses resistance to change and emphasizes the importance of proactive change management. The report integrates these concepts to provide a comprehensive understanding of change management and strategic leadership in a business context.

Change Management And
Strategic Leadership

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
Covered in PPT...........................................................................................................................3
TASK 2............................................................................................................................................3
2.1................................................................................................................................................3
2.2................................................................................................................................................6
2.3................................................................................................................................................8
2.4..............................................................................................................................................10
2.5..............................................................................................................................................12
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................16

INTRODUCTION
Strategic leadership refers to potential of managers to express the vision for the
organisation, or a part of enterprise and to motivate and persuade others to acquire the vision of
the entity. The main objective of this is strategic productivity and then aim of this is to develop
the environment in which workers forecast the needs of the enterprise. Strategic change
management is that process of managing the change in a structured, to meet the organisational
goals, objectives and missions. In every company, change is necessary to attain the goals, meet
and exceed the competition of industry competitors. This administration allows the company to
carefully and responsibly make needed changes (Demergis, 2010). The present report is based on
Wm Morrison which is a responsible retailer, committed to providing healthy and safe food. . By
introducing and offering a better services, searching the local solutions and also using the
familiar and most useful services as the strategies to be followed by Morrison. The study
explains the strategy of the human resource management to attain the goals of the organisation
and the difference between personnel and human resource administration. Along with this
elements of HR plan and the leadership skills are to be discussed. Impact of classical and
contemporary theory and the styles of leadership on change management and analysis of
resistance of change are to be examine (Weiss, 2012).
TASK 1
Covered in PPT
TASK 2
2.1
Administration thinkers have their own way to organise the enterprise and classify the
different information’s about the management that has been collected. Classical theory generally
indicates about the way that how we have to manage work and entity to do task more efficiently.

Classical theory is divided into three parts. The part generally includes scientific, administrative
and bureaucratic management.
Scientific management – It can be defined as the systematic method of work in order to carry out
task more efficiently. It has many principles and among those the first is that it determines the
best method to accomplishing every task. Second one suggests that the workers needs to do work
on the basis of their qualification and training provided to them on the jobs. Third part denotes
the cooperation between employers and employees on the basis of self interest. This
administration denotes the study of management and enterprise in many areas which includes
human resource management and engineering of the industries (Kotter, 2014).
Administrative Management – It focuses on the process and principles of administration. It is
just contrast to the scientific management, which deals with individual level of analysis and
provides general theory of administration. In this theory, the author gives universal process of
function which includes planning, organising, staffing, directing and controlling. Along with this,
it also explains fourteen principles of management which are related to division of work,
authority and responsibility, unity of command and team spirit.
Bureaucratic Management – It focuses on ideal forms of Morrison. It is characterized by the
division of labour, hierarchy, formalized rules and the selection along with promotion of
employees. Further the promotion is entirely based on ability that would lead to give outstanding
efforts towards work It is based on the observations and managed with the decisions which is
based on personal relationships and loyalty.
Behavioural school of management is based on the human relations and the behavioural science
and based on the efficiency, process and principles (Kim and Mauborgne, 2013). Quantitative
school focuses on improvement of decision making. It includes management science, production
and operation management. On the other hand, contingency theory focuses on principles and
process of administration which is to be applied. It lays emphasis on the best way to manage and
it is dependent on various situational factors such as technology, external environment etc.
Contemporary school of management – It is a new approach to the study of administration. It
has briefly categorised with two contemporary approaches that is total quality management and
the learning organisation.
Total quality management (TQM) – It is a approach of administration which focuses on
managing Morrison and to deliver goods and services with better quality. TQM has four major

elements. Involvement of the shop worker is essential which prevents the quality problems
before they arise. Customer focus means Morrison is required to take measures regarding
identification customer needs and wants and have to deliver the products and services.
Benchmarking means that the enterprise is required to perform a function or process more
effectively and set the standard to judge their own performance. A continuous improvement
means that the entity is committed to do the changes and the improvements for the betterment of
the enterprise. TQM has been implemented by Morrison for increase the improvement in
performance of the corporate (Haines, 2016.).
Learning Organisation – Morrison is affected by several kinds of faces environmental
and technological changes and by fulfilling the demands of consumers the organisation will be
attaining the desired expectation of competitive environment. All the workers are involved in
identifying and solving the problems which allows the enterprise to increase the ability for
growing, and for achieving the purpose. Key aspects of learning organisation are team based
structure, empowered employees and open information.
Leadership styles which has been adopted by Morrison focuses on satisfying needs of
employees. There are six types of leadership styles. They are:-
Visionary – It is very useful for the enterprise when entity needs a new direction. Its goal
is to move people towards a set of shared dreams. It sets people free to innovate, experiment and
have to calculate the risks.
Coaching – This style focuses on the developing individuals, show them how to improve
their performance and help them to attain the goals of the enterprise(Acar, 2010). It shows the
initiative and wants more professional development. It is important for the enterprise to
undermine his or her self confidence.
Affiliative – This emphasizes on importance of team work and creates harmony in a
group by connecting people to each other. It increases the morale, improve the communication
and repair the broken trust in the enterprise. Its emphasis on the group praise so that they can
allow poor performance to go uncorrected.
Democratic – This style draws on people's knowledge and skills and creates a group for
commitment for the resulting goals. When staff members get the proper training and direction
then they do the best work so that leader needs to tap on the collective wisdom of group. In times
of crisis, this approach can be disastrous when the organisation demands quick decisions.

Pacesetting – In this, the leader sets high standards for performance. It is about doing
things better and faster and asks the same with every employee. It can lower down the morale
and make people feel demotivated.
Commanding – It rarely involves the praise and frequently employees criticism,
undercuts morale and job satisfaction (Cope, Kempsterand and Parry, 2011).
2.2
Identifying and managing internal and external stakeholder interests:-
Stakeholder – It is a person who has something to gain or lose through the outcome of planning
process.
Stakeholder engagement – It is the process of stakeholders views on their relationship with the
enterprise (Kim and Mauborgne, 2013).
Stakeholder analysis – It is a technique used to identify and assess the influence and the
importance of key people, group of people that may significant impact the success of the activity
or the project. Stakeholder management is the relationship between the management and the
shareholders and it is to be managed by the stakeholders (Stead, 2014). Following stages have
been identified to support the stakeholder analysis process:
Identify and map internal and external stakeholders – internal stakeholders who participate in the
co-ordination, funding, resourcing and publication of the strategy from a local health and well
being partnership. External stakeholders who are engaged in contributing their views and
experiencing in addressing the issues that is important to them as patients, service users of the
local community. Internal stakeholders are director of public health, procurement, director of
nursing, research scientist, communications (Haines, 2016). External stakeholders are providers,
patients, service user’s customers, suppliers, funders. Assess the nature of each stakeholders
influence and importance – the impact on stakeholders can have on organisational policy,
strategy, project is dependent on their relationship to either the organisation itself. It is necessary
to estimate their influence and importance. Construct a matrix to identify stakeholder influence
and importance – stakeholders should first be plotted in relation with the level and nature of their
importance and the extent of their influence. Monitor and manage stakeholder relationships –
Stakeholder management is essentially stakeholder relationship management as it is the
relationship and not the actual stakeholder groups that are managed (Vogelsang, 2013).

Organisational change aims at improvement and development of enterprise for the purpose of
enhancing effectiveness and responsiveness to e external changes. Along with this it also seeks
for the betterment of the people management, communication system and structure. It is not a
discipline that has more practical relevance in one sector than in another: the methods and
approaches of discipline are being applied in business and government alike. The change
processes are essentially unplanned and discontinuous, planned and strategic or incremental and
revolutionary, they have profound the implications for the people management and the
development. Changes need innovation, creativity, learning and culture. Employee relations
includes the learning and development, reward structures and developments. Recognise and
interpret the relationship between organisational vision, and the internal and external
environments. Mobilise the change process at the appropriate level for the requirements of
Morrison (Cope, Kempster and Parry, 2011).
Cost pressure has ability to succeed and has become dependent upon internal process and
better customer service. Increase the customer loyalty by creating easy, flexible and interactions
with the company. Eliminate the cost of rework. Maximize the employee productivity and
satisfaction by providing the data and the right tools. Description of the process:-
Establishing a sense of urgency
Forming a powerful guiding coalition
Creating a vision
Communicating the vision
Empowering others to act on Vision
Planning for and creating short term wins
Consolidating improvements and producing still more change
Institutionalizing new approach
Change process and their implications:
Operational indicators – identify the level of risk they carry and relate them to different
organisational situations. Make informed choices between large and small scale approaches to
change management. Assess the level of change required in the organisation life cycle, issues of
style and speed of change.
Knowledge indicators – It shows the different levels of the strategic change process and to
identify the different triggers of change in both inside and outside the organisation. Strategies

and techniques for the successful implementation of the change, management effort, project and
participative management.
Indicative content – It denotes the strength and weakness of the planned change approach. The
scope of managerial decision making in relation to change, transition and transformation
(Fitzsimons, James and Denyer, 2011).
Mutual trust and respective
Change initiative
Management support
Acceptance
Managing change – Transformation process
Getting organised
Risk assessment
Implementing and monitoring
Analysis and evaluation
2.3
Strategic management is the art and science for formulating, implementing and
evaluating the decisions to achieve the objectives. It involves the identification of the objectives
of the firm, the policies and the strategies to attain the goals. It integrates the activities of the
various sectors of the trade such as sales, production etc. to achieve the goals of Morrison. There
are five steps for resistance to change. They are mentioned below as
 Do change management right the first time - Change management is a tool for managing
the resistance when it occurs. It is most effective as a tool for activating and engaging the
employees in a change. This is then power for utilizing the structured change
management from the initiation of the project. Recruit the support of the management
including the middle managers and the supervisors for doing the change. Communicate
the needs for the change, the impacts of the workers and the benefits to the workforce.
 Expect resistance to change – For improvement of conflict of among employees, there
will be resistance to change. Project teams and the change management teams should
work to address these changes of resistance. Persons who created the manner by which
they doing their work that will be changed. When the workers do more and more work

then it affects the results in the change of the enterprise. For attaining the set goals and
objectives entity should use project life cycle with the targeted tactics (Saka, 2003).
 Formally manage resistance to change – Managing the resistance for change should be a
tactic for the change management practitioners. There are three steps that can be used for
mitigating the risk and that should be a part of the change management approach on a
project. First, Preparing for change – while creating the change management strategy it
generates the points for the resistance and have the tactics to manage them based on the
assessments. Second, Managing change – the communication plan, sponsorship road
map, coaching and training plan includes in the resistance management plan. The change
administration plan focuses on every employee of Morrison through their own change
process and addressing the barriers for doing the changes successfully. This plan provides
the specific action steps for understanding and addressing resistance. Third, Reinforcing
change – in this, feedback should be collected for understand the employees compliance
with the new workflows and processes. By evaluating the feedback it allows to identify
the gaps and manage the resistance that should be occurred at any time (Grint, 2010).
This is a powerful tool for the manager in the enterprise. It makes managing the
resistance to change from mechanism to a proactive and for the support and addressing
the objections.
 Identify the root causes of resistance to change – The resistance of change are observable,
such as complaining, not attend the meetings, not provide the resource information. Lack
of resources of the changes was being made. Morrison past performance with the change.
Lack of visible support and commitment from the managers. Change management teams
can take a change according to the needs that is communicated by the senior leaders in
the organisation. While research and the analysis can identify the causes for resistance so
it is important for the individuals to do proper things at the individual level. The best way
to identify the root cause for the resistance is a personal conversation between a worker
and the supervisor which leads us to the final step for managing the resistance (Hoch,
2013).
 Engage the right resistance managers – senior leaders, middle managers and supervisors
are the right resistors in Morrison. The team of change administration is not an effective
manager. It takes action by leadership in the enterprise to manage resistance.

Senior leaders – it can help in the changes of resistance by making the cases in the needs
of the employees. Workers have to listen to the senior leaders when they are deciding for the
change and have to judge what they hear and what they see from the team. If senior managers are
not committed to a change in their support, workers will judge the changes and resist the change.
Managers and supervisors – they are just nearest to the front-line employees what have to
adopt the changes. Benchmarking data shows five key roles of the managers and co supervisor in
the time of change and these roles are directly connected with the managing resistance to change:
demonstrate the support for change and identify and managing resistance (Raes, 2011).
2.4
Change management is an approach where organisations should plan to re-direct their
strategies, use of resources, modes of operation, processes and rationing of budget, in order to
cope up with the changing environment, trends and technological advancements. Human
resource department has contributed immensely to the change management process of Morrison.
It trains the staff and develops their skills according to the change required to help them compete
in the industry. This creates a strong base so that company stands in excellent shape to stand the
change. For growing in today's framework, company needs to be updated in terms of technology,
processes, equipments, operations and strategic plans (DeRue, Barnes and Morgeson, 2010).
Simply buying the technology does not help the company succeed. Implementation of that
technology has a significant role, which can be done through human resource strategy as it helps
develop the necessary skills and engage the staff in process. In Morrison, HR department
communicates the policies to all the employees and keeps a check on them that everyone abides
by the rules and regulations of the organisation. They design the pay structure, working hour’s
schedule, handle safety and medical protection policy (Rai and Prakash, 2012). This is the most
crucial fragment on which the employee's satisfaction is based. When employees are satisfied
they are encouraged to work which increases productivity and reduces cost. Cost is incurred in
buying technology; training the staff to fit in the required skills, pay structures, etc. All these are
mandatory cost inducing portions where compromise is out of the question therefore, better
productivity can help in balancing the situation. If revenue is more than cost, then it becomes
worth incurring. It is the human resources department which can manage the change. Strategies
used by HR department are:

In managing change the interest of all the employees, groups, public and enterprise
should be taken care of. Mutual advantage should be given to all these parties.
Performance based strategies should be planned in order to check each one's performance
at equal intervals. This will help in gaining excellence throughout the process.
Records should be maintained for the same, rewards should be given so that they feel
recognised and contribute to brim of the stack (Whelan-Berry and Somerville, 2010).
Staffing is the initial step taken by this department. This is a high priority step where best
inputs should be given so that most qualified and well suited human resources are hired.
Performance feedback and appraisal is also required to keep the competition ongoing
which gives employees a sense of doing better than the rest. The competitive feeling is important
for making the staff put in their best efforts and keeping the environment healthy. It shows
impartial behaviour and equality is given importance (Acar, 2010).
Labour turnover should be minimal. This is one segment which induces cost. Recruitment
and training process has a cost involved. Retaining the employees saves cost.
When change is planned, stability of the organisation is a must. Only a well managed and
stable organisation can withstand change and sail through.
Financial condition, human resources, equipments, well designed processes, etc., all these
fragments should be examined and then plan for a change.
Change management becomes a challenge when the staffs are not having sufficient
information about the scope of change, training inferences and possible impact on role changes.
Therefore, the staff should be engaged in order to prevent such reactions and well trained in
advance so that they don't panic the situation. The staff should be engaged in the visioning
process that helps inspire their participation, understanding and contribution towards future
results. Agents should be appointed who will facilitate communication between staff and the
higher authorities. Participation in leadership practices should be encouraged. Morrison has
applied all these ideas in order to be a success in the industry. Applying change is a thoughtful
process, delicate implementation and most importantly the people involved should be consulted
as they are the ones who will be affected. Forcing change on the staff is not the right method of
managing change. The organisation should always think of the questions like who will be
affected, how the change should be applied, what will be consequences, etc. For all these
processes to be handled, the department that can best do it is the human resources (Rosing, Frese

and Bausch, 2011). They can set rules and communicate, train the staff, help them manage and
cope up with the change, explain the consequences and positive aspects of bringing about the
change. It is only then people will better understand and will be in a position to accept change.
Changing behaviours of people takes time. There are groups formed that make things a little
difficult as convincing individuals is simpler. Company should never sell these new changing
technologies to the staff members as it gives an implication to them that it is only for company's
benefit and not for the benefit of staff, thus preventing change. Change management is a tactful
process; it should be handled in a well planned manner with all the strategies and policies
communicated throughout the organisation. Participation and involvement of the staff is a mus as
they are the ones who will help in applying change and will be affected by it as well.
2.5
Leadership is a practical competency, an area of research which implies that it is in-built
and not learned. It has a direct ripple effect upon organisations and their success. Leaders dictate
culture, values, change forbearance motivate the employees. They form conventional strategies
along with their execution and productiveness (Hoch and Dulebohn, 2013). Morrisons is
simplifying its process by reducing the leadership team. The figures have almost been decreased
down to half. They are trying to speed up the process and as a consequence they have become
more responsive. Various leadership styles that prevail in an organisation are a follows:
Laissez-faire: The leader does not directly supervise employees and thus, is unable to
provide his/her subordinates with a regular feedback. Well-trained and highly experienced
category employees who require pint-sized supervision are considered here. But in a way it
inhibits the development of employees who need supervision. In this type, managers give no
input in supervising or providing leadership to the employees which can lead to increasing costs,
decreasing productivity and lack of control (Harris, 2012).
Autocratic: In this style, managers make their own decisions without any inputs from the
staff members. They retain the decision making authority and impose their decisions on
members. No employee challenges their decisions. It is of great help to the employees who are in
need of close supervision. People who are creative dislike this style of leadership.
Participative: This style also called as democratic leadership style. It values the input of
the team members and peers but the responsibility of making the final decisions with the
participative leader. This leadership boosts the employee morale because workers make

contributions to the decision making process. When the company needs to make changes within
the entity, this participative leadership style helps the workers to accept the changes easily
because they have to play a important role in the process. This style meets the challenges when
enterprise needs to make a decision in a short period (Kempsterand and Parry, 2011).
Transactional: Managers using this transactional leadership style receiving the certain
tasks to perform and provide the rewards or punishments to the team members on the basis of the
performance. Higher authorities and the leaders of the team set the predetermined goals and
workers agree to follow the directions and the leadership of a manager to accomplish those goals.
It possesses the power to review the results and provide the training to the employees to the
betterment of the Morrison or to attain the goals of the company. When they accomplish the
goals, the workers receive the rewards such as bonus etc.
Transformational: The transformational leadership style depends on the high level of
communication from the management to meet the goals. Leaders motivate employees and
enhance productivity and efficiency through the communication and high visibility. This style of
leadership requires the involvement of management to meet the goals. Leaders have to focus on
the goals within the organisation and distribute the tasks into smaller teams to achieve the goals.
Explaining and understanding the nature of the good leadership it is probably easier than
practising it. Good leadership requires deep human qualities, beyond the conventional notions of
authority. It is not necessary that effective leadership does not require great technical or
intellectual capacity. Good leadership requires the attitude and the behaviours which characterise
and relate to humanity. Leadership is an opportunity to give, to serve the Morrison and crucially
the people too. Good leadership demands the emotional strength and behavioural characteristics
which can draw on a leader's mental and spiritual reserves (Saka, 2003). Leadership and
management are seen to be as same thing but they are not. Company has to give direction and
instructions to the employees so that they can make important decisions on the behalf of the
corporate. Management relies heavily on tangible measurable capabilities such as effective
planning and the use of appropriate communication methods. It involves many management
skills. It depends on the type of many management methods and processes that leaders uses.
People who want to be a leader they have to develop leadership ability. It is a matter of personal
conviction and believes in a cause or aim. Adaptability of style is a significant aspect of
leadership, because the world is increasingly complex and dynamic. These strengths are not

dependent on wealth or education or skills or processes. Good leaders have a keen understanding
of relationships within quite large and complex systems and networks. This may be from an
intuitive angle, or a technical angle or both.
CONCLUSION
From the above carried out analysis impact of the leadership styles, classical and
contemporary management on the organisation are evaluated. Morrison is one of the leading
brands of supermarket. In the above report, evaluation has done on the internal and external
environment of change and for developing the change management strategy it involves the
different functional areas reflects the interest of the stakeholders of organisation. Further by
using the human resource plan, Morrison can attain their goals and objectives and by the capacity
management Approach Company can meet the expected demand. For the planned change,
leadership styles are taken in use by the organisation to achieve the goals. To identify possible
resistance to change we have to analyse the stakeholders for increasing the performance of the
enterprise.

REFERENCES
Books and journals
Acar, F. P., 2010. Analyzing the effects of diversity perceptions and shared leadership on
emotional conflict: a dynamic approach. International Journal of Human Resource
Management. 21(1). pp. 1733-1753.
Bergman, J. Z and et. al., 2011. The shared leadership process in decision-making teams. Journal
of Social Psychology. 152(1). pp. 17-42.
Carmeli, A., Schaubroeck, J and Tishler, A., 2011. How CEO empowering leadership shapes top
management team processes: implications for firm performance. Leadership Quarterly.
22(2). pp. 399-411.
Collinson, D and Collinson, M., 2009. Blended leadership’: employee perspectives on effective
leadership in the UK further education sector. Leadership. 5(3). pp. 365-380.
Cope, J., Kempster, S and Parry, K., 2011. Exploring distributed leadership in the small business
context. International Journal of Management Reviews. 13(3). pp. 270-285.
Cope, J., Kempster, S and Parry, K., 2011. Exploring distributed leadership in the small business
context. International Journal of Management Reviews. 13(3). pp. 270-285.
Demergis, J., 2010. ECIW2010-Proceedings of the 9th European Conference on Information
Warfare and Security: ECIW2010. Academic Conferences Limited.
DeRue, D. S., Barnes, C. M and Morgeson, F. P., 2010. Understanding the motivational
contingencies of team leadership. Small Group Research. 41(5). pp. 621-651.
Fitzsimons, D., James, K. T and Denyer, D., 2011. Alternative approaches for studying shared
and distributed leadership. International Journal of Management Reviews. 13(3). pp.
313-328.
Grint, K., 2010. The sacred in leadership: separation sacrifice and silence. Organizations Studies.
31(1). pp. 89-107.
Haines, S., 2016. The Systems Thinking Approach to Strategic Planning and Management. CRC
Press.
Harris, A., 2012. Distributed leadership: implications for the role of the principal. Journal of
Management Development. 3(1). pp. 7-17.
Hoch, J. E and Dulebohn, J. H., 2013. Shared leadership in enterprise resource planning and
human resource management system implementation. Human Resource Management
Review. 23(1). pp. 114-125.
Hoch, J., 2013. Shared leadership and innovation: the role of vertical leadership and employee
integrity. Journal of Business & Psychology. 28(2). pp. 159-174.
Kempster, S and Parry, K., 2011. Grounded theory and leadership research: a critical realist
perspective. Leadership Quarterly. 22(1). pp. 106-120.
Kim, W. C and Mauborgne, R., 2013. Blue Ocean Strategy: How To Create Uncontested Market
Space And Make The Competition Irrelevant. Harvard Business Review Press.
Kotter, J. P., 2014. Accelerate: Building Strategic Agility for a Faster-Moving World. Harvard
Business Review Press.
Lorinkova, N. M and et. al., 2013. Examining the differential longitudinal performance of
directive versus empowering leadership in teams. Academy of Management Journal.
56(2). pp. 573-596.
Raes, A. M. L and et. al., 2011. The interface of the top management team and middle manager:
a process model. Academy of Management Review. 36(1). pp. 102-126.

Rai, R and Prakash, A., 2012. A relational perspective to knowledge creation: role of servant
leadership. Journal of Leadership Studies. 6(2). pp. 61-85.
Rosing, K., Frese, M and Bausch, A., 2011. Explaining the heterogeneity of the leadership-
innovation relationship: ambidextrous leadership. Leadership Quarterly. 22(5). pp. 956-
974.
Saka, A., 2003. Internal change agents’ view of the management of change problems. Journal of
Organizational Change Management. 16(5). pp. 480-496.
Stead, W. E., 2014. Sustainable Strategic Management. Routledge.
Vecchio, R. P., Justin, J. E and Pearce, C. L., 2010. Empowering leadership: an examination of
mediating mechanisms within a hierarchical structure. Leadership Quarterly. 21(3). pp.
530-542.
Vogelsang, J., 2013. Handbook for Strategic HR: Best Practices in Organization Development
from the OD Network. AMACOM Div American Mgmt Assn.
Weiss, D. S., 2012. Leadership-Driven HR: Transforming HR to Deliver Value for the Business.
John Wiley & Sons.
Whelan-Berry, K. S and Somerville, K. A., 2010. Linking change drivers and the organizational
change process: a review and synthesis. Journal of Change Management. 10(2). pp.
175-193.
Online
Building Your Change Strategy: How to Ensure that Your Effort Is on the Right Track. 2016.
[Online]. Available through:
<http://changeleadersnetwork.com/free-resources/building-your-change-strategy-how-
to-ensure-that-your-effort-is-on-the-right-track>. [Accessed on 7th October 2016].
Doctor of Management in Strategic Leadership. 2016. [Online]. Available through:
<http://www.philau.edu/strategicleadership/>. [Accessed on 7th October 2016].
Harvard Division Of Continuing Education: Professional Development. 2016. [Online].
Available through: <http://www.dce.harvard.edu/professional/programs>. [Accessed on
7th October 2016].
Managing Change: The Leadership Challenge. 2016. [Online]. Available through:
<https://www.batimes.com/articles/managing-change-the-leadership-challenge.html>.
[Accessed on 7th October 2016].
Strategic Leadership Certificate. 2014. [Online]. Available through:
<http://www.cob.ohiou.edu/academics/certificates/strategic-leadership/>. [Accessed on
7th October 2016].
Strategic Leadership: The Essential Skills. 2016. [Online]. Available through:
<https://hbr.org/2013/01/strategic-leadership-the-esssential-skills>. [Accessed on 7th
October 2016].
Transforming Public Organizations with Strategic Management and Strategic Leadership. 2016.
[Online]. Available through: <http://jom.sagepub.com/content/19/2/299.abstract>.
[Accessed on 7th October 2016].