LEADER 04257oam 22007215 450 001 9910791537403321 005 20200520144314.0 010 $a1-282-72566-1 010 $a9786612725661 010 $a0-8213-8422-8 024 7 $a10.1596/978-0-8213-8395-7 035 $a(CKB)2560000000056489 035 $a(EBL)589835 035 $a(OCoLC)701720767 035 $a(SSID)ssj0000409848 035 $a(PQKBManifestationID)11260727 035 $a(PQKBTitleCode)TC0000409848 035 $a(PQKBWorkID)10366764 035 $a(PQKB)11606682 035 $a(MiAaPQ)EBC589835 035 $a(Au-PeEL)EBL589835 035 $a(CaPaEBR)ebr10408435 035 $a(CaONFJC)MIL272566 035 $a(The World Bank)ocn649680396 035 $a(US-djbf)16396999 035 $a(EXLCZ)992560000000056489 100 $a20100811d2010 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aDevelopment as leadership-led change : $ea report for the Global Leadership Initiative /$fMatt Andrews, Jesse McConnell, Alison Wescott ; [foreword, J. Edgardo Campos] 210 1$aWashington, D.C. :$cThe World Bank,$d2010. 215 $avii, 75 pages $cillustrations ;$d25 cm 225 1 $aWorld Bank study 300 $aDescription based upon print version of record. 311 $a0-8213-8395-7 320 $aIncludes bibliographical references. 327 $aCover 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 Cover 330 3 $aDevelopment involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This paper presents the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute, to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews. It explores what it takes to make change happen and in particular, the role leadership plays in effecting change. The authors propose that leadership contributes to change when it builds "change space" by fostering acceptance for change, granting authority for change, introducing or freeing the abilities necessary to achieve change. This "change space" is required to ensure contextual readiness for change and foster progress through the difficult stages of the change process. An analytical framework is introduced to illustrate the dimensions of this "change space" and its limits in organizational and social change. The authors argue that a lack of "change space" in many development contexts may be overlooked, contributing to failure. The paper concludes that leadership manifests in different ways in different contexts, depending on the contextual readiness and factors that shape change and leadership opportunities; but the key characteristics of plurality, functionality, problem orientation and "change space" creation are likely to be common to all successful leadership-led change events. 410 0$aWorld Bank e-Library. 410 0$aWorld Bank study. 606 $aLeadership$zDeveloping countries 606 $aOrganizational change$zDeveloping countries 615 0$aLeadership 615 0$aOrganizational change 676 $a338.9 700 $aAndrews$b Matt$01505313 701 $aMcConnell$b Jesse$01505314 701 $aWescott$b Alison$01505315 712 02$aWorld Bank. 801 0$bCDX 801 1$bCDX 801 2$bOCL 801 2$bOCLCQ 801 2$bYDXCP 801 2$bFQG 801 2$bDLC 906 $aBOOK 912 $a9910791537403321 996 $aDevelopment as leadership-led change$93734798 997 $aUNINA