Summary
Contents
Subject index
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.
Conceptual Perspectives on Leading Change
Introduction
Prior to writing this book, I participated with several leadership scholars in a project known as the General Theory of Leadership (GTOL), led by James MacGregor Burns, George (Al) Goethals, and Georgia Sorenson. Our mission, as conceived by Burns, was to develop an integrative theory of leadership—in his words, “to provide people studying or practicing leadership with a general guide or orientation—a set of principles that are universal which can be then adapted to different situations” (Managan, 2002). Though the group did not produce a general theory of leadership, at the conclusion of the project “the members of the group decided that the most productive way to proceed was to create a volume of essays designed ...
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