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Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings

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Overview

The first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change.

Key Features

Brings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and global

Draws from a wide range of classic and recent scholarship from multiple disciplines

Includes the perspectives of change and leadership experts

Offers real-life vignettes that provide examples of leading change in every context

Provides readers with application and reflection exercises that allow them to apply leadership and change concepts to their experiences

Leading Change in Multiple Contexts is designed for undergraduate and graduate courses in Change Management, Leadership, Organizational Behavior, Organizational Development, and Leadership and Change offered in departments of business, education, communication, and public administration, as well as programs focusing on leadership, public policy, community activism, and social change.

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Product Details

  • ISBN-13: 9781412926775
  • Publisher: SAGE Publications
  • Publication date: 7/15/2009
  • Edition description: New Edition
  • Pages: 336
  • Product dimensions: 7.10 (w) x 10.10 (h) x 0.90 (d)

Meet the Author

Dr. Gill Robinson Hickman is professor emerita in the Jepson School of Leadership Studies, University of Richmond. An inaugural faculty member of the Jepson School, she participated in its institution building and course development and has held positions as dean, professor of Public Administration, and Human Resource director. She has published several books and numerous articles/book chapters in the field of leadership studies. Her experience has led to invitations as presenter at the China Executive Leadership Academy Pudong (CELAP), Shanghai, China; the Leadership in Central Europe Conference at Palacky University in Olomouc, Czech Republic; and a panel member at international conferences in Amsterdam, The Netherlands, Guadalajara, Mexico, and Canada. She was a faculty presenter at the prestigious Salzburg Seminar in Salzburg, Austria and at the University of the Western Cape in South Africa where she presented a conceptual framework for leadership and transformation for regional governments in South Africa.
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Table of Contents

Acknowledgments
Introduction
The St. Luke Penny Savings Bank: A Change Vignette
Purpose, Concepts, and Practices
PART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGE
Introduction
Ch 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. Couto
Barbara Rose Johns
Analytical Elements
Conclusion
PART II. LEADING ORGANIZATIONAL CHANGE
Introduction
The Environment of Organizational Change
Purpose of Organizational Change
Change Vignette: Technology Solutions Turns Disaster Into Dividends
Ch 2. Concepts of Organizational Change
What Kind of Organizational Change Do We Want or Need?
Conclusion
Ch 3. Concepts of Leadership in Organizational Change
What Type of Leadership Do We Want or Need to Accomplish Change?
Conclusion
Ch 4. Organizational Change Practices
Which Practices Do We Employ To Implement Change?
Conclusion
Applications and Reflections
PART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGE
Ch 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti Goetz
Introduction
Purpose of Community Change
Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons
Concepts of Change
Concepts of Leadership
Change Practices
Conclusion
Application and Reflection
Ch 6. Crossing Organizational and Community Contexts
Introduction
Change Vignette: Microcredit to Rural Women
Concepts of Change Across Organizational and Community Contexts
Concepts of Leadership Across Organizational and Community Contexts
Change Practices Across Organizational and Community Contexts
Conclusion
PART IV. LEADING POLITICAL AND SOCIAL CHANGE
Ch 7. Political Change Context by Richard A. Couto
Introduction
Purpose of Political Change
Change Vignette: Extraordinary Rendition
Concepts of Political Change
Concepts of Political Leadership
Change Practices
Conclusion
Application and Reflection
Ch 8. Social Change Context
Introduction
The Purpose of Social Change
Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement
Concepts of Social Change
Concepts of Social Change Leadership
Social Change Practices
Conclusion
Application and Reflection
Ch 9. Crossing Political and Social Contexts
Introduction
Vignette: The Sikh Coalition
Concepts of Political and Social Change
Concepts of Political and Social Leadership
Change Practices Across Political and Social Contexts
Conclusion
PART V. LEADING GLOBAL CHANGE
Ch 10. Global Change Context by Rebecca Todd Peters and Gill Robinson Hickman
Introduction
Purpose of Global Change
Change Vignette: Chad-Cameroon Pipeline
Concepts of Global Change
Concepts of Global Leadership
Global Change Practices
Conclusion
Application and Reflection
Ch 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations
Introduction
Change Vignette: Is Global Civil Society a Good Thing?
Concepts of Virtual Change
Concepts of Virtual Leadership
Virtual Change Practices
Conclusion
Conclusion: Connecting Concepts and Practices in Multiple Contexts
Epilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor Burns
Index
About the Author
About the Contributors
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