In this section you will find various books published by the Partners and Staff at Carnall Farrar. We will be regularly updating this page so please revisit to see the latest books.

Strategic Leadership Development

17 July 2016

Colin Carnall

Strategic Leadership Development addresses the key issues of how organizations build leadership capability. Focusing on the behavioural aspects of leadership, it looks at how both individuals and organizations can develop leadership talent, and how leaders can influence and shape the strategic direction of an organization as a whole.

Key features:
• Combines academic rigour with real-world best practice
• Identifies how leaders manage strategic objectives, strategic alignment, strategy and risk
• A range of international case studies and examples help you to develop personal and practical leadership skills

This book is the ideal companion for undergraduate and postgraduate leadership students, as well as practitioners, researchers and scholars in the field.

Managing Change in Organizations

24 July 2014

Colin Carnall

Managing Change in Organizations provides a practical and thorough overview of how effective change can be achieved in organizations. The text is ideal for advanced undergraduates, MBA and postgraduate students on courses in managing change and organisational change.

Colin Carnall takes a strategic approach, outlining guidance and techniques for planning and implementing, evaluating and learning from major organisational change. Reviewing traditional and more recent critical theories, he also presents models and frameworks for change that are apt for the complex and fast-moving challenges of contemporary organisations.

Healthcare for London: Reflections on leadership and legacy

31 March 2013

Hannah Farrar et al

After six years of working with colleagues across London on the development and implementation of the Healthcare for London vision and strategy, Hannah Farrar worked with three colleagues to record the experiences and lessons she and others had learnt.

Interviewing over eight senior colleagues involved the report aims to capture the experience of the people who developed and implemented the Healthcare for London vision. It does not attempt to gloss over elements that might have been handled differently. Instead, it makes evidence-based recommendations on how they could or should be handled in future service redesigns.

While the lessons learnt may be most relevant to those working within the health service in London, many extend to the management of health systems across the UK and internationally and have generic value for anyone involved in change management.