Format:
1 online resource (103 pages)
ISBN:
9780821384220
Series Statement:
World Bank study
Content:
Development involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This paper presents the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute (WBI), to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews. It explores what it takes to make change happen and in particular, the role leadership plays in effecting change. The authors propose that leadership contributes to change when it builds "change space" by fostering acceptance for change, granting authority for change, introducing or freeing the abilities necessary to achieve change. This "change space" is required to ensure contextual readiness for change and foster progress through the difficult stages of the change process. An analytical framework is introduced to illustrate the dimensions of this "change space" and its limits in organizational and social change. The authors argue that a lack of "change space" in many development contexts may be overlooked, contributing to failure. The paper concludes that leadership manifests in different ways in different contexts, depending on the contextual readiness and factors that shape change and leadership opportunities; but the key characteristics of plurality, functionality, problem orientation and "change space" creation are likely to be common to all successful leadership-led change events.
Content:
Intro -- Cover Page -- Title Page -- Copyright -- Contents -- Foreword -- Acknowledgments -- About the Author -- 1: Introduction -- 2: Development as Change -- Context and the Importance of Change Space -- Process and the Case for Dynamic Change Space -- Content, the Possibilities of Problems, and Contingency of Change Space -- 3: Leadership and Change: Theory and Propositions -- Who is the Leader, and Why? -- What Do Leaders Do, and How? -- Context and Leadership -- 4: Examining Our Propositions: A Method -- Research Approach and Data Sources -- Ensuring the Cases Matched Our Expectations -- 5: Examining Leadership-led: Change Propositions:: Results and Discussion -- Leadership's 'Who' and 'Why' -- The Multiplicity of Leadership -- The Functionality of Leadership -- Centrality of the 'Connecting Function' -- Leadership's 'What' and 'How' -- What and How Leadership Impacts on Acceptance -- What and How Leadership Impacts on Authority -- What and How Leadership Impacts on Ability -- Conclusions on Leadership's 'What' and 'How' -- Leadership and Context -- 6: Conclusions, and a Case for More: Leadership Work in Development -- Appendixes -- Appendix 1. Five Stages in the Change Process: A Simple Model -- Appendix 2. 'Who' Were Identified as Leaders (number of references in parentheses) -- References -- Eco-Audit: Environmental Benefits Statement -- Back Cover.
Note:
Description based on publisher supplied metadata and other sources
Additional Edition:
ISBN 9780821383957
Additional Edition:
Erscheint auch als Druck-Ausgabe ISBN 9780821383957
Language:
English
Bookmarklink
