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- Vol 2 RE: Chapter 13
change leadershipmoral purposeorganisational learningrelationship buildingknowledge sharingcoherence makingdistributed leadershipadaptive leadershipBook Evidence summaryAt a glance
Fullan presents change leadership as the capacity to create purposeful, learning-oriented organisations under conditions of complexity. The second edition organises this work around moral purpose, understanding change, building relationships, creating and sharing knowledge, and making coherence.
Key ideas
Effective leaders do not rely on a rigid plan, charismatic authority, or isolated innovations. They establish direction while engaging people in learning, connect peers around meaningful work, cultivate trust and candid interaction, learn from resistance, and use evidence to adjust action. Because change generates uncertainty and competing interpretations, leaders must tolerate ambiguity without losing focus. Ideas spread and endure through social relationships, organisational routines, and reciprocal accountability, not through communication campaigns alone.
Why it matters
Fullan links individual leadership practice to wider systems and stresses that sustainable improvement develops leadership capacity throughout an organisation. The framework is conceptual and case-informed rather than a universal formula; responsible use requires attention to context, power, workload, resources, and whether intended improvements become visible in people’s actual experience and outcomes.
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Edition abbreviations
- TE
- Teacher Edition
- PE
- Practice Edition
- RE
- Research Edition
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