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  • Open Daily: 10am - 10pm
    Alley-side Pickup: 10am - 7pm

    3038 Hennepin Ave Minneapolis, MN
    612-822-4611

Open Daily: 10am - 10pm | Alley-side Pickup: 10am - 7pm
3038 Hennepin Ave Minneapolis, MN
612-822-4611
Development as Leadership-Led Change: A Report for the Global Leadership Initiative

Development as Leadership-Led Change: A Report for the Global Leadership Initiative

McConnell, Jesse
Wescott, Alison
Andrews, Matthew

Paperback

Series: World Bank Studies

EconomicsManagementGeneral Political Science

ISBN10: 0821383957
ISBN13: 9780821383957
Publisher: World Bank Publications
Published: Jun 22 2010
Pages: 84
Weight: 0.36
Height: 0.18 Width: 7.00 Depth: 10.00
Language: English
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.

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