<DIV><BR>In a working life of 35 years, a manager can expect to make at least 10 job changes where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, upwards of 25 per cent of new leaders appointed from within fail within 18 months, and that figure is closer to 40 per cent for new leaders appointed from outside the company.<br><BR><I>Leadership Transitions</I> identifies the causes of these failures and how to overcome them. Based on in-depth case studies, this book shows that these experiences are very similar and can be divided into three phases: Arriving, Surviving and Thriving. By analyzing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge successfully in their new roles.<br><BR>Offering a valuable and practical set of tools and advice for coping with leadership change, Farrands and Elsner discuss the myth and realities of transition, explore the obstacles to overcome and provide the tools needed for a smooth leadership transition.</div>