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Leading Change

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A Teaching Topic in Leadership

Leading Change

This teaching topic deals with concepts and techniques for initiating and sustaining changes in individual behaviour and institutional operations to achieve public purposes.

Recommended Reading (Harvard MLD-110A)

Winning Hearts and Minds: Reforming the Providence School District ]

Edgar Schein, chapter 14, How Leaders Embed and Transmit Culture (pp. 235- 257) in Organizational Culture and Leadership (fourth edition) Jossey Bass, 2010 

Harvard Business School, Principles of Effective Persuasion, HBS note 9-497-059

John P. Kotter, "Leading Change: Why Transformation Efforts Fail"

HBS Press, excerpt, chapter 2, Motivation: The Not So Secret Ingredient, pp. 1-20 (HBS note 7386BC), 2006

Dan Ciampa and Michael Watkins, Right from the Start , Getting Oriented, pp. 121-139, HBS press 1999

Organizational Alignment: The 7-S Model," Harvard Business School Note 9-497-045, 1996

Children’s Hospital and Clinics (A), HBS case 9-302-050

Anita Tucker, Amy Edmondson, Why Hospitals Don’t Learn From Failure: Organizational and Psychological Dynamics that Inhibit System Change, California Management Review, vol. 45, no. 2, Winter 2003

Lawrence Rothstein, The Empowerment Effort That Came Undone , HBR case and commentary (reprint 95111)

The World Food Programme During the Global Food Crisis, HBS Case 9-709-024 

Karl Weick and Robert Quinn, Organizational Change and Development, Annual Review of Psychology, 50:361-386, 1999

Source: MLD-110 Syllabus, Peter Zimmerman,  (accessed 11 February 2013).

Page Created by: Matthew Seddon

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School of Public Policy and Governance