Leading In A Culture Of Change Summary

Michael Fullan’s (2001) book, Leading in a Culture of Change, centers on how leadership can help or hamper change in the workplace. Also, Fullan further explores how leadership can be encouraged and developed. In the first chapter, A Remarkable Convergence, the central theme lies within change and Fullan’s leadership framework’s five central concepts; moral purpose, understanding change, relationship building, knowledge creation and sharing, and coherence making. Fullan also argues that energy, enthusiasm, and hope are the catalysts and byproducts of five concepts. With all levels working concurrently, great results can be achieved. The topics discussed, while they may seem intuitive can also be eye-opening. Fullan’s idea of change in the workplace is not that it will have a slight chance of occurring, but that it is inevitable and that we should face the change by making tough decisions. Fullan describes change as a “double-edged sword” and

Fullan states, “There are strong reasons to believe that five components of leadership represent independent but mutual reinforcing forces for positive change” (p. 3). Fullan contends “Leadership…is not mobilizing others to solve problems we already know how to solve, but to help them confront problems that have never yet been successfully addressed” (p.3). This is a clear example of how leaders are not leaders solely by addressing the status quo, but by taking risks and addressing the toughest issues. Fullan describes the need for the five elements to work together as they serve as “a check against uninformed commitment” (p.8). He concludes that “leaders will increase their effectiveness if they continually work on the five components of leadership…with energy, enthusiasm, and hopefulness. If leaders do so, the rewards and benefits will be enormous” (p.