Middle Management Leadership Styles and Processes at the NHS The leadership approaches which were deployed during the change process Sheldrake (2003), states that for Ronin , the exercise of power is critical: it is both the source of change, and the challenge to change. In particular, Sheldrake (2003) states that we focus on leaders as the people who push or pull people along the path of change, or who lead resistance to new ideas and new directions. Sheldrake (2003) has further stated that somewhat cynically, it has been suggested that there are only two things that are said to motivate people are fear and greed. During the restructuring process of at NHS the leaders drove change and while being aware of the concerns each staff member...The end:
.....of knowledge and foresight to effectively carry out change in a functional area of the organization. References Anderson, D, and Anderson, L.A (2001). Beyond Change Management: Advanced Strategies for Today's Transformational Leaders. Pfeiffer.. Business School Press, Harvard, (2005), Managing Change to Reduce Resistance. Harvard Business Press. Cameron, E., and Green, M., (2004), Making Sense of Change Management. Kogan Page. Geller, I. J., and Cottrell, D., (2008). The Manager's Conflict Resolution Handbook: A Practical Guide for Creating Positive Change. CornerStone Leadership Institute. Sheldrake, P., (2003), Ronin and Revolutionaries: Leadership, Innovation and Revolutionary Change in Today’s Business Organisations. Marshall Cavendish.