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SSM : Module 6 : Strategic Leadership and Managing Change - Reading List

Book Reading List in the Library Catalogue

Pre-reading and reading lists related to each day are listed in the VLE.

Further reading eJournals:

  • Battilana, J., Gilmartin, M., Sengul, M., Pache, A. & Alexander, J. A. (2010). ‘Leadership Competencies for Implementing Planned Organizational Change’, The Leadership Quarterly, 21:3, pp. 422-38 (available online here)
  • Birkinshaw, J. (2012). ‘Reinventing Management’, The European Business Review, Jan-February, pp. 2-4 (available online here)
  • Bridges, W. (1986). ‘Managing Organizational Transitions’, Organizational Dynamics, 15:1, pp. 24-33 (available online here)
  • Dailey, P.R. (2012). ‘What Leaders Do’, The European Business Review, Jan-February, pp. 15-21 (available online here)
  • Damanpour, F, & Schneider, M. (2009). ‘Characteristics of Innovation and Innovation Adoption in Public Organizations: Assessing the Role of Managers’, Journal of Public Administration Research and Theory, 19:3, pp. 495-522 (available online here)
  • Dutton, J. E. & Dukerich, J. M. (1991). ‘Keeping an Eye on the Mirror: Image and Identity in Organizational Adaptation’, Academy of Management Journal, 34:3, pp. 517-54 (available online here)
  • Farrell, T. (2005). ‘World Culture and Military Power’, Security Studies, 14:3, pp. 448-488 (available online here)
  • Grint, K. (2005). ‘Problems, Problems, Problems: The Social Construction of ‘Leadership’’, Human Relations, 58:11, pp. 1467-1494 (available online here)
  • Grissom, A. (2006). ‘The Future of Military Innovation Studies’, Journal of Strategic Studies, 29:5, pp. 905-934 (available online here)
  • Hays, S. (1994). ‘Structure and Agency and the Sticky Problem of Culture’, Sociological Theory, 12:1, pp. 57-72
  • Hill, A. (2015). ‘Military Innovation and Military Culture’, Parameters, 45:1, pp. 85-98 (available online here)
  • Johnson, G., Whittington, R., Regner, P., Scholes K., & Angwin, D. (2017) Exploring Strategy, 11th Edition, Harlow: Pearson Education, 2017. (Accessible online via the Barrington Library)
  • Jungdahl, A. M. & Macdonald, J. M. (2015). ‘Innovation Inhibitors in War: Overcoming Obstacles in the Pursuit of Military Effectiveness’, Journal of Strategic Studies, 38:4, pp. 467-499 (available online here)
  • Lewin, K. (1947). ‘Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change’, Human Relations, 1:1, pp. 5-41 (available online here)
  • Lewin, K. (1947). ‘Frontiers in Group Dynamics II: Channels of Group Life; Social Planning and Action Research’, Human Relations, 1:2, pp. 143–153 (available online here)
  • Lipman-Blumen,  J. (2005). ‘Toxic Leadership: When Grand Illusions Masquerade as Noble Visions’, Leader To Leader, Spring, pp. 29-36 (available online here)
  • Nadler, D. A. & Tushman, M. L. (1980). ‘A Model for Diagnosing Organizational Behavior’, Organizational Dynamics, 9:2, pp. 35-51 (available online here)
  • Ravasi, D. & Schultz, M. (2006). ‘Responding to Organizational Identity threats: Exploring the Role of Organizational Culture’, Academy of Management Journal, 49:3, pp. 433-58 (available online here)
  • Tourish, D. & Vatcha, N. (2005). ‘Charismatic Leadership and Corporate Cultism at Enron: The Elimination of Dissent, the Promotion of Conformity and Organizational Collapse’, Leadership, 1:4, pp. 455-480 (available online here)