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Healthcare Leadership Change-Capable Leadership: The Real Power Propelling Successful Change Shannon Muhly Bendixen, Michael Campbell, Corey Criswell, and Roland Smith Center for Creative Leadership This is not a change-management model. Instead, they focus on what leaders do when a change is successful and what leaders do when a change is unsuccessful. They asked 148 senior executive leaders about a change they successfully navigated in the past 12 to 18 months. The leaders described the challenge they faced and what they believe contributed to the successful execution of that change. Their responses include the behaviors they displayed, the actions they took, and the mindsets they adopted. The authors also asked a different group of 127 executives about a change with an unsuccessful outcome within the past 12 to 18 months. They also described the challenges they faced and the behaviors they displayed.

Change-Capable Leadership The Real Power Propelling Successful Change