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

July 2009 | 336 pages | SAGE Publications, Inc
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Leadership Solutions

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.

 
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

although interesting, the context and examples are not specific enough for our course - even though there are 'transferable' concepts, students may get confused on this occasion!

Mr Ian Robson
Health Community and Education Studies, Northumbria University
April 20, 2010
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Excellent examples of different ways to look at change and how it affects people.

Ms Christine Mortimer
Management , York St John University College
March 22, 2010
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Effective presentation of political and social leadership concepts

Dr Hanna Yakavenka
Business Administration , Greenwich University
March 17, 2010
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I am using this book to supplement my teaching in LED 411 and will decide on adoption of it for the Fall 2010 semester. It will be listed as a recommended text on the syllabus for the Spring 2010 semester.

Dr Joanne Nottingham
Specialty Studies, University of North Carolina - Wilmington
December 16, 2009
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Key features
  • The book uses a consistent framework throughout for understanding and applying concepts and practices of leading change.
  • Each chapter begins with a vignette about real-life situations that provide examples of leading change in each context.
  • Application and reflection exercises allow readers to apply the information they learn.

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