Bringing together 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…mehr
Bringing together 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.
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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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
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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