Bringing together 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.

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.

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.

As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.

Although there is great debate about how work is changing, there is a clear consensus that changes are fundamental and ongoing. The Changing Nature of Work examines the evidence for change in the world of work. The committee provides a clearly illustrated framework for understanding changes in work and these implications for analyzing the structure of occupations in both the civilian and military sectors. This volume explores the increasing demographic diversity of the workforce, the fluidity of boundaries between lines of work, the interdependent choices for how work is structured-and ultimately, the need for an integrated systematic approach to understanding how work is changing. The book offers a rich array of data and highlighted examples on: Markets, technology, and many other external conditions affecting the nature of work. Research findings on American workers and how they feel about work. Downsizing and the trend toward flatter organizational hierarchies. Autonomy, complexity, and other aspects of work structure. The committee reviews the evolution of occupational analysis and examines the effectiveness of the latest systems in characterizing current and projected changes in civilian and military work. The occupational structure and changing work requirements in the Army are presented as a case study.

This book explores and critiques different aspects of arts leadership within contemporary contexts. While this is an exploration of ways arts leadership is understood, interpreted and practiced, it is also an acknowledgement of a changing cultural and economic paradigm. Understanding the broader environment for the arts is therefore part of the leadership imperative. This book examines aspects such as individual versus collective leadership, gender, creativity and the influences of stakeholders and culture. While the book provides a theoretical and critical understanding of arts leadership, it also gives examples of arts leadership in practice.

A Dynamic New Approach to Organizational Change Dialogic Organization Development is a compelling alternative to the classical action research approach to planned change. Organizations are seen as fluid, socially constructed realities that are continuously created through conversations and images. Leaders and consultants can help foster change by encouraging disruptions to taken-for-granted ways of thinking and acting and the use of generative images to stimulate new organizational conversations and narratives. This book offers the first comprehensive introduction to Dialogic Organization Development with chapters by a global team of leading scholar-practitioners addressing both theoretical foundations and specific practices.

From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.

There has never been a better time to study, practice, and experience creative leadership. In the fluid and turbulent economic and social environments of the 21st century, creative leadership has become a cardinal force in the creation and evolution of adaptive organizations. In the last two decades, organizational science has witnessed a rapid increase in the number of studies on the nature, skills, and processes of creative leadership. The resulting accumulated body of knowledge has remained for many years dispersed and fragmented across multiple strands of organizational research. This volume seeks to foster the cross-fertilization of scientific knowledge and insight by bringing together authoritative contributions from leading scholars whose work is located in different strands of creative leadership research. Creative Leadership: Contexts and Prospects builds upon a recently introduced multi-context framework that integrates metatheoretically three conceptualizations of creative leadership found in the extant literature: Facilitating employee creativity; Directing the materialization of a leader's creative vision; and Integrating heterogeneous creative contributions. These three conceptualizations reflect essential differences in the enactment of creative leadership across various collaborative contexts of creative work, and they underlie the intellectual efforts of different research strands. The collection of chapters in Creative Leadership: Contexts and Prospects offers the latest thinking on creative leadership in facilitative, directive, and integrative contexts, and a stimulating set of ideas for crafting the next generation of nuanced theories and empirical studies in the field.

Too many organizations today play follow the leader: the commander articulates a “vision” and people uncritically go along with it. But this type of leadership—what Dean Williams calls "counterfeit leadership"—generates an unhealthy dependence on an authority figure and relies on dominance, control, and group seduction to get things done. By hampering people's ability to anticipate and react to changing circumstances, it creates a self-limiting cycle. And if the leader's vision is flawed, the entire organization suffers. The true task of a leader, Williams argues, is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Real leaders don't dictate; they help people face their challenges and make adjustments in their values, habits, practices, and priorities to ensure the enterprise is given its best chance to succeed. Williams details how to apply this new approach to the challenges every organization or community faces. Throughout, he demonstrates the practical application of real leadership in the real world through examples from his own experiences working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo, as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders. At a time when so many “visionary” leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.