This readings overview is provided as an openly-available list of the readings for this course.
Current registered students should access the official readings list for this course: use the links provided below the resources menu, or in Moodle.
Required Readings and Resources:
Unit 1 Required Readings and resources
Bridges, W. (2009). Chapter 1: It isn’t the changes that do you in, & Chapter 5: Launching a new beginning. In Managing transitions: Making the most of change (3rd ed., pp.3-10, 57-75). Cambridge, MA: Perseus Publishing.
Bridges, W. (2009). Chapter 4: Leading people through the neutral zone. In Managing transitions: Making the most of change (3rd ed., pp.39-56). Cambridge, MA: Perseus Publishing.
Unit 2 Required Readings and resources
Barrett Personal Values Assessment (PVA).
Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House. Part 2: Living our values (pp.181-217)
Page, M.B., (2016). Public leadership: Navigating leadership challenges and operating in service of the common good in an interconnected world. International Journal of Public Leadership, 12(2), 112 – 128.
Stallard, M.L. & Pankau, J. (2008). Strengthening human value in organizational cultures. Leader to Leader, 47(Winter), 18-23.
Unit 3 Required Readings and resources
Atleo, E. R. (Umeek) (2004). Chapter 7: Heshook-ish Tsawalk. Everything is one. In Tsawalk: a Nuu-chah-nulth worldview, pp. 117 – 131. UBC Press.
Etmanski, C. & Barss, T. (2011). Making pedagogy explicit in ecological leadership praxis. Action learning and action research journal, 17(1), 4-36.
Kenny, C. (2012). Liberating leadership theory. In C. Kenny, & T. Ngaroimata Fraser (Eds.), Living Indigenous leadership: Native narratives on building strong communities (pp. 1–17). UBC Press.
McGregor S. L. T. & Donnelly G.(2014) Transleadership for transdisciplinary initiatives, World Futures, 70:3-4, 164-185, DOI: 10.1080/02604027.2014.934625
Spiller, C., Maunganui Wolfgramm, R., Henry, E., & Pouwhare, R. (2020). Paradigm warriors: Advancing a radical ecosystems view of collective leadership from an Indigenous Māori perspective. Human Relations, 73(4), 516–543.
Vignola, R., Leclerc, G., Morales, M., & Gonzalez, J. (2017). Leadership for moving the climate change adaptation agenda from planning to action. Current Opinion in Environmental Sustainability, 26, 84-89.
Unit 4 Required Readings and resources
Animikii. (2020, March 18). Wings of a Bird: Managing Polarity as an Indigenous Social Enterprise. Animikii.
Beach, P. G., & Joyce, J. (2009). Escape from flatland: Using polarity management to coach organizational leaders from a higher perspective. International Journal of Coaching in Organizations, 7(2), 64-83.
Duhigg, C. (2016). What Google learned from its quest to build the perfect team. The New York Times Magazine.
Kegan R. & Lahey, L.L. (2001). The real reason people won’t change. Harvard Business Review, 79(10), 85-92.
Kwan, L. (2019). The collaboration blind spot. Harvard Business Review, 97(2), 66-73.
Mayer, A. (July 11, 2020) Seeing nature through Indigenous ‘lens’ might improve environmental decision-making.
Unit 5 Required Readings and resources
Clapp, E. P. (2010). Omni-directional mentorship: Exploring a new approach to inter-generational knowledge-sharing in arts practice and Administration. In D. Schott & H. De Michiel (eds.), Leading creatively: a closer look 2010 (pp. 66-79). San Francisco, CA: The National Alliance for Media Arts and Culture.
Cunningham, I. (2002). Developing human and social capital in organisations. Industrial and Commercial Training, 34(3), 89-94.
Rogerson, S., Meir, R., Crowley-McHattan, Z., McEwen, K., & Pastoors, R. (2016). A randomized controlled pilot trial investigating the impact of a workplace resilience program during a time of significant organizational change. Journal of Occupational and Environmental Medicine, 58,
Ungar, M. (May 25, 2019). Put down the self-help books. Resilience is not a DIY endeavor. The Globe and Mail.
Unit 6 Required Readings and resources
Page, M.B. (2015) The 5C Model in Practice. (YouTube)
Unit 7 Required Readings and resources
Bolman, L., & Deal, T. (2017). Reframing organizations: Artistry, choice and leadership (6th ed.). San Francisco, CA: John Wiley & Sons. (Chapter 1: Introduction: The power of reframing; Chapter 15: Integrating frames for effective practice (pp. 297-312))
Access Bolman’s (n.d.) Frames Quick Rating Scale.
Complete the following assessment (https://www.leebolman.com/frames_selfrating_scale.htm) and identify the implications for your climate adaptation change initiative
Unit 8 Required Readings and resources
Invernizzi, E., Romenti, S., & Fumagalli, M. (2012). Identity, communication and change management in Ferrari. Corporate communications: an international journal, 17(4), 483-497.
Kerber, K., & Buono, A. (2018). The rhythm of change leadership. Organization Development Journal, 36(3), 55-72.
Unit 9 Required Readings and resources
Katzenbach, J., & Harshak, A. (2011). Stop blaming your culture. Strategy+Business, 62 (Spring), 1-10
Kegan R. & Lahey, L.L. (2016). An everyone culture: Becoming a deliberately developmental organization. Stanford Social Innovation Review. (Excerpted and adapted from An Everyone Culture: Becoming a Deliberately Developmental Organization, which is available as a print book in the RRU Library, call no. HD58.7.K425 2016.)
Schein, Edgar H. (2009). Chapter 11: Cultural realities for the serious culture leader. In The corporate culture survival guide (New & Rev. ed., pp. 215-224, 227). Jossey-Bass.
Schein, E. H. (2010). Chapters 1, 2 & 16. In Organizational culture and leadership (4th ed). San Francisco, CA: Jossey-Bass.
Unit 10 Required Readings and resources
Laszlo, K. (2012). From systems thinking to systems being: The embodiment of evolutionary leadership. Journal of Organisational Transformation & Social Change, 9(2), 95-108.