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.
Political Change Context
Political Change Context
Introduction
The terrorist attacks in the United States on 9/11 presented a situation that required new policies and set off a tsunami of political change—a war in Afghanistan, the invasion and occupation of Iraq, and new forms of surveillance on Americans. Another far less noticed policy, extraordinary rendition, authorized the Central Intelligence Agency (CIA) to take non-U.S. citizens to another country for detention and “enhanced interrogation,” or what some consider torture. In some cases, the CIA did this without giving any official notice to the person's government or the government from which he was taken. After several years of secrecy and controversy, the administration acknowledged the policy, announced its end and the closure of a set of secret prisons around the ...
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