This book bridges the leadership and organizational change literatures by exploring the relationship between manager's leadership competencies (namely, their effectiveness at person-oriented and task-oriented behaviours) and the likelihood that they will emphasize the different activities involved in planned organizational change implementation (namely, communicating the need for change, mobilizing others to support the change, and evaluating the change implementation). While planning and implementing outsourcing initiatives, firms often wish to isolate outsourcing to a neatly defined area. However, experiences show that such isolation sometimes fails with detrimental effects for the outsourcing firm. This book focuses on upgrading the connectedness of a firm's competencies. Based on a case study, frameworks are illustrated and managerial implications and further research areas are identified. The book contributes to the outsourcing discussion with an analytical tool useful for planning and monitoring outsourcing initiatives. This finding suggests that treating planned organizational change as a generic phenomenon might mask important peculiarity associated both with the different