04257oam 22007215 450 991079153740332120200520144314.01-282-72566-197866127256610-8213-8422-810.1596/978-0-8213-8395-7(CKB)2560000000056489(EBL)589835(OCoLC)701720767(SSID)ssj0000409848(PQKBManifestationID)11260727(PQKBTitleCode)TC0000409848(PQKBWorkID)10366764(PQKB)11606682(MiAaPQ)EBC589835(Au-PeEL)EBL589835(CaPaEBR)ebr10408435(CaONFJC)MIL272566(The World Bank)ocn649680396(US-djbf)16396999(EXLCZ)99256000000005648920100811d2010 uy 0engurcn|||||||||txtrdacontentcrdamediacrrdacarrierDevelopment as leadership-led change : a report for the Global Leadership Initiative /Matt Andrews, Jesse McConnell, Alison Wescott ; [foreword, J. Edgardo Campos]Washington, D.C. :The World Bank,2010.vii, 75 pages illustrations ;25 cmWorld Bank studyDescription based upon print version of record.0-8213-8395-7 Includes bibliographical references.Cover Page; Title Page; Copyright; Contents; Foreword; Acknowledgments; About the Author; 1: Introduction; 2: Development as Change; 3: Leadership and Change: Theory and Propositions; 4: Examining Our Propositions: A Method; 5: Examining Leadership-led: Change Propositions:: Results and Discussion; 6: Conclusions, and a Case for More: Leadership Work in Development; Appendixes; References; Eco-Audit: Environmental Benefits Statement; Back CoverDevelopment 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, 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.World Bank e-Library.World Bank study.LeadershipDeveloping countriesOrganizational changeDeveloping countriesLeadershipOrganizational change338.9Andrews Matt1505313McConnell Jesse1505314Wescott Alison1505315World Bank.CDXCDXOCLOCLCQYDXCPFQGDLCBOOK9910791537403321Development as leadership-led change3734798UNINA00879cam0 22002653 450 E60020003124420240219081848.020071107d2003 |||||ita|0103 baitaIT<<Il >>giro di boaAndrea CamilleriPalermoSellerio2003269 p.17 cm<La >memoria570001LAEC000163512001 La *memoria570Camilleri, Andrea <1925->AF00014048070165107ITUNISOB20240219RICAUNISOBUNISOBFondo|D|Alessandro136273E600200031244M 102 Monografia moderna SBNMFondo|D|Alessandro000134RIS136273DalessandroacquistocatenacciUNISOBUNISOB20071107075724.020150908131158.0catenacciGiro di boa1688220UNISOB