© 2020

Transition Leadership

Navigating the Complexities of Organisational Change


Table of contents

  1. Front Matter
    Pages i-xxix
  2. Catherine Hayes
    Pages 1-4
  3. Part I

    1. Front Matter
      Pages 5-5
    2. Catherine Hayes
      Pages 7-16
    3. Catherine Hayes
      Pages 17-32
    4. Catherine Hayes
      Pages 33-48
  4. Part II

    1. Front Matter
      Pages 49-49
    2. Catherine Hayes
      Pages 51-65
    3. Catherine Hayes
      Pages 67-83
    4. Catherine Hayes
      Pages 85-104
    5. Catherine Hayes
      Pages 105-127
  5. Part III

    1. Front Matter
      Pages 129-129
    2. Catherine Hayes
      Pages 131-147
    3. Catherine Hayes
      Pages 149-162
  6. Back Matter
    Pages 163-167

About this book


Integrating practitioner research with Buddhist philosophy, business and clinical psychology, this book provides a new perspective on leading change in organisations, supporting leaders and change professionals with insight into useful practices for today’s business environment. It identifies the unseen and overlooked complexities of the transition space, helping leaders to recognize patterns in their own leadership practices.  

This volume includes approaches for working at the intersection of complexity and ambiguity, and discusses how different mindsets impact behavior and outcomes which may get in the way of change agendas. It focuses on approaches for navigating the challenges of organisational transitions, while developing sustainable transition capabilities and practices 

A comprehensive new framework for understanding and shaping business management, Transition Leadership is a valuable resource for students and researches of business practices, work psychology, and transition and change, as well as current and future business and organizational leaders.


transitions in organizations organizational change transitional space transition leadership transcendence in organizations business psychology ambiguity complexity buddhist philosophy in organizatoins sustainable change sustainable change leadership

Authors and affiliations

  1. 1.Transition DynamicsLondonUK

About the authors

Catherine Hayes is an Organisation Development, Culture Transformation and Transition Leadership specialist.  With 30 years of improving operational and business performance through, systemic problem solving, designing, leading and facilitating organisation-wide transformation programmes.  Following two Executive Organisation Development roles in the Financial Services, Catherine transitioned into consulting in 2007, where she has worked across a broad range of industry sectors. 

Working in partnership with CEO’s, Boards and Executive teams, Catherine supports organisations to understand and navigate complex, development and transformation challenges to deliver tangible results.   Catherine’s passion and vocational purpose is supporting leaders and their organisations to embed Transition Leadership capabilities into their operational functioning.  Enabling leaders to utilise and replicate factors of success to enhance organisational effectiveness and create sustainable operational and business performance. 

Combining her practice and applied research with Buddhist philosophy, business and clinical psychology, Catherine has created transition diagnostic analytics and tools that support insight into the complex operational functioning of organisations.  She utilises her transition leadership methodology and development approach to enable leaders and their workforces to acquire transition capabilities while implementing their transformation agendas.  She also runs the Transition Leadership Series for Executive MBA’s at Cass Business School.

Bibliographic information

Industry Sectors
Chemical Manufacturing
Finance, Business & Banking
Consumer Packaged Goods