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.

Social Change Context

Social change context


The term “social change” or “social movement”1 evokes images of people marching en masse on a capital mall or public square in support or protest of a significant social issue. Indeed, this depiction represents the pinnacle of many social movements, especially in the 1960s and 1970s. Initiating a social movement may seem to be a daunting and improbable task to the average person. However, social change often begins with local initiatives in one or more communities and then spreads across multiple communities, states, and countries based on the importance of the cause to many people. With the advent of the Internet, social change initiatives can spread across the globe rapidly, although the actual change or outcome generally takes place more ...

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