Leading Change in Multiple Contexts

Dr. Gill Robinson Hickman is professor emerita in the Jepson School of Leadership Studies, University of Richmond. An inaugural faculty member of the Jepson School, she participated in its institution building and course development and has held positions as dean, professor of Public Administration, and Human Resource director. She has published several books and numerous articles/book chapters in the field of leadership studies. Her experience has led to invitations as presenter at the China Executive Leadership Academy Pudong (CELAP), Shanghai, China; the Leadership in Central Europe Conference at Palacky University in Olomouc, Czech Republic; and a panel member at international conferences in Amsterdam, The Netherlands, Guadalajara, Mexico, and Canada. She was a faculty presenter at the prestigious Salzburg Seminar in Salzburg, Austria and at the University of the Western Cape in South Africa where she presented a conceptual framework for leadership and transformation for regional governments in South Africa.

• AcknowledgmentsIntroductionThe St. Luke Penny Savings Bank: A Change VignettePurpose, Concepts, and PracticesPART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGEIntroductionCh 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. CoutoBarbara Rose JohnsAnalytical ElementsConclusionPART II. LEADING ORGANIZATIONAL CHANGEIntroductionThe Environment of Organizational ChangePurpose of Organizational ChangeChange Vignette: Technology Solutions Turns Disaster Into DividendsCh 2. Concepts of Organizational ChangeWhat Kind of Organizational Change Do We Want or Need?ConclusionCh 3. Concepts of Leadership in Organizational ChangeWhat Type of Leadership Do We Want or Need to Accomplish Change?ConclusionCh 4. Organizational Change PracticesWhich Practices Do We Employ To Implement Change?ConclusionApplications and ReflectionsPART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGECh 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti GoetzIntroductionPurpose of Community ChangeChange Vignette: Citizens for the Responsible Destruction of Chemical WeaponsConcepts of ChangeConcepts of LeadershipChange PracticesConclusionApplication and ReflectionCh 6. Crossing Organizational and Community ContextsIntroductionChange Vignette: Microcredit to Rural WomenConcepts of Change Across Organizational and Community ContextsConcepts of Leadership Across Organizational and Community ContextsChange Practices Across Organizational and Community ContextsConclusionPART IV. LEADING POLITICAL AND SOCIAL CHANGECh 7. Political Change Context by Richard A. CoutoIntroductionPurpose of Political ChangeChange Vignette: Extraordinary RenditionConcepts of Political ChangeConcepts of Political LeadershipChange PracticesConclusionApplication and ReflectionCh 8. Social Change ContextIntroductionThe Purpose of Social ChangeChange Vignette: OASIS: An Initiative in the Mental Health Consumer MovementConcepts of Social ChangeConcepts of Social Change LeadershipSocial Change PracticesConclusionApplication and ReflectionCh 9. Crossing Political and Social ContextsIntroductionVignette: The Sikh CoalitionConcepts of Political and Social ChangeConcepts of Political and Social LeadershipChange Practices Across Political and Social ContextsConclusionPART V. LEADING GLOBAL CHANGECh 10. Global Change Context by Rebecca Todd Peters and Gill Robinson HickmanIntroductionPurpose of Global ChangeChange Vignette: Chad-Cameroon PipelineConcepts of Global ChangeConcepts of Global LeadershipGlobal Change PracticesConclusionApplication and ReflectionCh 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental OrganizationsIntroductionChange Vignette: Is Global Civil Society a Good Thing?Concepts of Virtual ChangeConcepts of Virtual LeadershipVirtual Change PracticesConclusionConclusion: Connecting Concepts and Practices in Multiple ContextsEpilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor BurnsIndexAbout the AuthorAbout the Contributors