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

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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, 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: 9781412926782
  • Publisher: SAGE Publications
  • Publication date: 7/15/2009
  • Edition description: New Edition
  • Pages: 336
  • Sales rank: 569,037
  • Product dimensions: 6.90 (w) x 9.90 (h) x 0.70 (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 x


The St. Luke Penny Savings Bank: A Change Vignette xi

Purpose, Concepts, and Practices xi

Part I Conceptual Perspectives on Leading Change 1


1 Causality, Change, and Leadership Gill Robinson Hickman Richard A. Couto 3

Barbara Rose Johns 3

Analytical Elements 8

Conclusion 27

Part II Leading Change in Organizational Contexts 33


The Environment of Organizational Change 33

Purpose of Organizational Change 35

Change Vignette: Technology Solutions Turns Disaster Into Dividends 38

2 Concepts of Organizational Change 43

What Kind of Organizational Change Do We Want or Need? 43

Conclusion 52

3 Concepts of Leadership in Organizational Change 55

What Type of Leadership Do We Want or Need to Accomplish Change? 55

Conclusion 75

4 Organizational Change Practices 79

Which Practices Do We Employ to Implement Change? 79

Conclusion 96

Applications and Reflections 99

Part III Leading Community and Organizational Change 119

5 Community Change Context Richard A. Couto Sarah Hippensteel Hall Marti Goetz 121

Introduction 121

Purpose of Community Change 121

Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons 122

Concepts of Change 130

Concepts of Leadership 134

Change Practices 137

Conclusion 142

Application and Reflection 142

6 Crossing Organizational and Community Contexts 151

Introduction 151

Change Vignette: Microcredit to Rural Women 152

Concepts of Change Across Organizational and Community Contexts 155

Concepts of Leadership Across Organizational and Community Contexts 156

Change Practices Across Organizational and CommunityContexts 158

Conclusion 160

Part IV Leading Political and Social Change 161

7 Political Change Context Richard A. Couto 163

Introduction 163

Purpose of Political Change 164

Change Vignette: Extraordinary Rendition 165

Concepts of Political Change 172

Concepts of Political Leadership 176

Change Practices 184

Conclusion 190

Application and Reflection 191

8 Social Change Context 197

Introduction 197

The Purpose of Social Change 197

Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement 198

Concepts of Social Change 200

Concepts of Social Change Leadership 203

Social Change Practices 207

Conclusion 213

Application and Reflection 213

9 Crossing Political and Social Contexts 221

Introduction 221

Vignette: The Sikh Coalition 221

Concepts of Political and Social Change 223

Concepts of Political and Social Leadership 225

Change Practices Across Political and Social Contexts 226

Conclusion 228

Part V Leading Global Change 229

10 Global Change Context Rebecca Todd Peters Gill Robinson Hickman 231

Introduction 231

Purpose of Global Change 232

Change Vignette: Chad-Cameroon Pipeline 233

Concepts of Global Change 236

Concepts of Global Leadership 242

Global Change Practices 257

Conclusion 264

Application and Reflection 265

11 Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations 281

Introduction 281

Change Vignette: Is Global Civil Society a Good Thing? 282

Concepts of Virtual Change 286

Concepts of Virtual Leadership 288

Virtual Change Practices 291

Conclusion 296

12 Conclusion: Connecting Concepts and Practices in Multiple Contexts 299

Epilogue: Leading Intellectual Change: The Power of Ideas James MacGregor Burns 304

Index 306

About the Author 313

About the Contributors 314

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