Leading change in multiple contexts concepts and practices in organizational, community, political, social, and global change

LEADING CHANGE in Multiple Contexts To my mother, Beatrice M Price, who has led change in the military, in the medical profession, and in the lives of her family members and friends throughout her life LEADING CHANGE in Multiple Contexts Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings Gill Robinson HICKMAN University of Richmond Copyright © 2010 by SAGE Publications, Inc All rights reserved No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher For information: SAGE Publications, Inc 2455 Teller Road Thousand Oaks, California 91320 E-mail: order@sagepub.com SAGE Publications India Pvt Ltd B 1/I Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Ltd Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications Asia-Pacific Pte Ltd 33 Pekin Street #02-01 Far East Square Singapore 048763 Printed in the United States of America Library of Congress Cataloging-in-Publication Data Hickman, Gill Robinson Leading change in multiple contexts: concepts and practices in organizational, community, political, social, and global change settings/Gill Robinson Hickman p cm Includes bibliographical references and index ISBN 978-1-4129-2677-5 (cloth) ISBN 978-1-4129-2678-2 (pbk.) Leadership Social change Organizational change I Title HM1261.H53 2010 303.48′4—dc22 2009002579 This book is printed on acid-free paper 09 10 11 12 13 10 Acquisitions Editor: Editorial Assistant: Production Editor: Copy Editor: Typesetter: Proofreader: Indexer: Cover Designer: Marketing Manager: Lisa Cuevas Shaw MaryAnn Vail Catherine M Chilton Cheryl Duksta C&M Digitals (P) Ltd Doris Hus Diggs Publication Services Gail Buschman Christy Guilbault Brief Contents Acknowledgments x Introduction xi PART I CONCEPTUAL PERSPECTIVES ON LEADING CHANGE Introduction Causality, Change, and Leadership PART II LEADING CHANGE IN ORGANIZATIONAL CONTEXTS 33 Introduction Concepts of Organizational Change 43 Concepts of Leadership in Organizational Change 55 Organizational Change Practices 79 PART III LEADING COMMUNITY AND ORGANIZATIONAL CHANGE 119 Community Change Context 121 Crossing Organizational and Community Contexts 151 PART IV LEADING POLITICAL AND SOCIAL CHANGE 161 Political Change Context 163 Social Change Context 197 Crossing Political and Social Contexts 221 PART V LEADING GLOBAL CHANGE 229 10 Global Change Context 231 11 Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations 281 12 Conclusion: Connecting Concepts and Practices in Multiple Contexts 299 Epilogue: Leading Intellectual Change: The Power of Ideas 304 Index 306 About the Author 313 About the Contributors 314 Detailed Contents Acknowledgments x Introduction The St Luke Penny Savings Bank: A Change Vignette Purpose, Concepts, and Practices xi xi PART I CONCEPTUAL PERSPECTIVES ON LEADING CHANGE Introduction Causality, Change, and Leadership Gill Robinson Hickman and Richard A Couto Barbara Rose Johns Analytical Elements Conclusion PART II LEADING CHANGE IN ORGANIZATIONAL CONTEXTS Introduction The Environment of Organizational Change Purpose of Organizational Change Change Vignette: Technology Solutions Turns Disaster Into Dividends Concepts of Organizational Change What Kind of Organizational Change Do We Want or Need? Conclusion Concepts of Leadership in Organizational Change What Type of Leadership Do We Want or Need to Accomplish Change? Conclusion Organizational Change Practices Which Practices Do We Employ to Implement Change? Conclusion Applications and Reflections 3 27 33 33 35 38 43 43 52 55 55 75 79 79 96 99 PART III LEADING COMMUNITY AND ORGANIZATIONAL CHANGE Community Change Context Richard A Couto, Sarah Hippensteel Hall, and Marti Goetz 119 121 Introduction Purpose of Community Change Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons Concepts of Change Concepts of Leadership Change Practices Conclusion Application and Reflection 121 121 Crossing Organizational and Community Contexts 151 Introduction Change Vignette: Microcredit to Rural Women Concepts of Change Across Organizational and Community Contexts Concepts of Leadership Across Organizational and Community Contexts Change Practices Across Organizational and Community Contexts Conclusion 151 152 PART IV LEADING POLITICAL AND SOCIAL CHANGE Political Change Context Richard A Couto Introduction Purpose of Political Change Change Vignette: Extraordinary Rendition Concepts of Political Change Concepts of Political Leadership Change Practices Conclusion Application and Reflection Social Change Context Introduction The Purpose of Social Change Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement Concepts of Social Change Concepts of Social Change Leadership Social Change Practices Conclusion Application and Reflection 122 130 134 137 142 142 155 156 158 160 161 163 163 164 165 172 176 184 190 191 197 197 197 198 200 203 207 213 213 Crossing Political and Social Contexts Introduction Vignette: The Sikh Coalition Concepts of Political and Social Change Concepts of Political and Social Leadership Change Practices Across Political and Social Contexts Conclusion PART V LEADING GLOBAL CHANGE 10 Global Change Context Rebecca Todd Peters and Gill Robinson Hickman Introduction Purpose of Global Change Change Vignette: Chad-Cameroon Pipeline Concepts of Global Change Concepts of Global Leadership Global Change Practices Conclusion Application and Reflection 221 221 221 223 225 226 228 229 231 231 232 233 236 242 257 264 265 11 Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations 281 Introduction Change Vignette: Is Global Civil Society a Good Thing? Concepts of Virtual Change Concepts of Virtual Leadership Virtual Change Practices Conclusion 281 282 286 288 291 296 12 Conclusion: Connecting Concepts and Practices in Multiple Contexts 299 Epilogue: Leading Intellectual Change: The Power of Ideas James MacGregor Burns 304 Index 306 About the Author 313 About the Contributors 314 Epilogue Leading Intellectual Change: The Power of Ideas James MacGregor Burns M any a scholar of leadership may indulge in the dream that a sitting or prospective president would read just the right book about the job (ideally, of course, a book written by said scholar) My dream would be that President Obama—or at least one of his top advisers—would study this book Such a reader might note that above all it was the power of ideas—even more than specific policy proposals—that lifted Obama out of a galaxy of presidential candidates to win the Democratic nomination and then the presidency The power of his ideas—far more than campaign funds—mobilized the millions of votes he needed to gain the White House Still, campaigning for votes is one thing; running a huge national government is many other things Leading Change in Multiple Contexts captures the endless complexity of governing—the many dimensions and dilemmas of power, the unexpected ethical dilemmas, the need to use the techniques of both transforming and transactional leadership, and how the latter must ultimately serve and sustain the former In my own work, I have defined leadership as the mobilization of followers by political leaders who in turn empower the followers to become the new leaders, all of this tested by fundamental values long summarized—at least in the United States—as “life, liberty and the pursuit of happiness.” This value-laden mobilization makes possible the kind of transforming leadership offered by a few outstanding presidents of the United States, from Thomas Jefferson to Franklin D Roosevelt (FDR) Will Barack Obama be included some day in the galaxy of transforming leaders? Early on he showed in his brilliant campaign for the White House the power to bring to the polls tens of millions of voters, some of whom had never voted, at least for presidential candidates This mighty achievement, though, posed perhaps the harshest test for the new president How can he perpetuate an “Obama majority” of enthusiasts and activists who will be voting for senators and members of Congress in 2010 and 2012? Many 304 Epilogue people have long been familiar with the drop-off of FDR or Reagan voters in subsequent Senate and House elections But these elections may empower senators and members of Congress who can support or sap presidential power All this in turn poses the question of how to organize and energize and even “institutionalize” the millions of Americans who voted for a presidential personality and not for a political party Specifically, how will they vote in 2010 when the evocative name Barack Hussein Obama will not be on the ballot? The answer will depend in part on the sheer organizational skills of presidential and party leaders—but even more on the power of transforming ideas that can mobilize voters in congressional as well as presidential elections When it comes to governing, much of a new president’s success in office will turn not only on his or her transforming leadership but also on day-to-day skills— in short, on transactional leadership Perhaps the greatest virtue of Gill Hickman’s work lies in its portrait of the sheer complexity of the federal government—even aside from the intricacies of county and city governments To produce united action on the three levels of government and in the legislative and executive branches calls for bargaining and compromise in every level and branch of government But how much of the needed energy and force of government is lost in the transactional leadership of concession and compromise? Yes, U.S citizens are still dominated by the checks and balances of the 1787 political system of government that they learned about as students in “Poly Sci 101” and in advanced treatments like Leading Change in Multiple Contexts Citizens are still subject to the success and failures of political parties to mobilize support not only for candidates but also for party promises and platforms Citizens are still aware of a constitutional amending process that makes major institutional change almost impossible And, with this book, people are more aware than ever of the need in government not only for skillful brokers but also for inventiveness and creativity within the system President Obama, in short, and his successors will be 21st century leaders trying to govern through an 18th century constitutional system Much will depend on the day-by-day resourcefulness of the managers of government; much will depend too on their knowledge of government drawn from fine studies like the present, with fresh ideas empowering the leadership of intellectual change 305 Index Abu Ghraib, 167 Accountability, and legitimacy, 295–296 Achievement-oriented leadership, 74 See also Leadership; Leading change Activism in cyberspace, 286–287 online, 288–289 virtual, 281–296 Adaptive leadership, 58–61, 59 (figure) See also Leadership; Leading change Adaptive learning, 47 Adaptive practices, 258–259 Adaptive work, 135, 254 Adler, Nancy, 243 Adult Literacy Center (ALC), 117 Advice, and community change, 138 Advocacy, 226–227 community change and, 138–139 networks, 282, 286–287, 291 transnational, 286–287 al-Masri, Khaled, 165 American Dilemma, An (Lewin), Appiah, Kwame, 256 Appreciative inquiry (AI), 92–93 Armitage, Richard, 165 Arnstein, Sherry R., 132 Asperger Syndrome, 198 Assertiveness, 247 Asset-based community change, 140–141 See also Change; Community change Attfield, Robin, 256 Auerbach, Carl F., 216 Autism and Asperger Syndrome (Frith), 198 Bank of Madura: Microcredit (film), 160n Barber, Benjamin, 223 Barlow, Maude, 271 Benhabib, Seyla, 256 Black Muslims, Blankenhorn, David, 214 Blue Gold (Barlow), 271 306 Bohr, Neils, 15 Book of the Way and Virtue See Tao Te Ching Boundary crossing risks, and global change, 263–264 Brown v Board of Education, 12–13, 19–20 Built to Last (Collins), 100 Burns, James MacGregor, xiii, 158, 177, 183, 204, 304–305 Businesses, and organizational change, 99–107 Capability approach, to development, 239 CAS (complex adaptive system), 50 Causality change and, 3–27 leadership and, 3–27 CBPAR (community-based participatory action research), 139 Chad-Cameroon pipeline, 233–236 Change analytical and contextual elements, 8–27, 28 (figure) causality, and leadership, 3–27 concepts of, across organizational and community contexts, 155–156 conditions for, 18 (table), 18–19 context, and community, 121–142, 151–160 cumulative effect and, dynamic systems, 12–14 ethics and, 17–18 extraordinary rendition, 165–172 factors of, 24 field theory and, global, context for, 231–264 intellectual, 304–305 leadership and, 19–25 leading See Leading change mediating incremental, 175–176 mental health consumer movement and, 198–200 Index microcredit to rural women and, 152–155 new science and leadership, 11–12 political context, 163–192 power and, 17 practices, 79–97, 137–141, 158–160, 184–190, 207–213, 226–228, 257–264, 291–296 process, 17–18 punctuated equilibrium and, 10–11 resource availability and distribution, 16 resource mobilization, 211 social tensions and, 15 Technology Solutions and, 38–41 (vignette) See also Community change; Global change; Leading change; Organizational change; Political change; Social change Chaos theory, 49–51 Charisma of purpose, 64 Charismatic leadership, 71, 205–206 Checks and balances, 189–190 Cheney, Dick, 168 Christensen, Clay, 104 Citizen leadership, 135 Citizen participation, ladder of, 132 (figure) Citizens for the Responsible Destruction of Chemical Weapons (CRDCW), 122–129 Ciulla, Joanne, 17, 95–96, 255, 258 Civil society, global, 282–286 Coalition of Sikh Organizations, 222 Cohen, David, 138 Colby, William, 183 Collaboration project, 112 Collaborative practices, 259–260 Collective/collaborative approaches, to organizational change, 79–83 Collective/collaborative leadership, 55–56, 67–68 Collective/collaborative practices, 80 (figure) Collectivism, 247 Collins, Jim, 100 Community and organizational contexts, crossing, 151–160 Community change adaptive work and, 135 advocacy and, 138–139 application, 142–147 asset-based, 140–141 change practices and, 137–141 citizen leadership and, 135 concepts of, 130–134 context, 121–150 empowerment and, 132 expert advice and, 138 leadership concepts in, 134–136 participatory action research and, 139–140 power, facets and forms of, 132–134 purpose of, 121–122 social capital and, 130–131 values and, 134–135 vertical and horizontal networks and, 137 Community-based participatory action research (CBPAR), 139 Community-based research forms, taxonomy of, 141 (figure) Complex adaptive system (CAS), 50 Complexity theory, 49–51 Concepts, connecting with practices in multiple contexts, 299–303 Conflict-capital development, 258–260 Conflict causes, and global leadership, 252–254 Context(s), xiv community change, 121–150 crossing global and social, 281–298 crossing organizational and community, 151–160 crossing political and social, 221–228 global change, 231–280 multiple, 299–303 organizational change, 33–118 political change, 163–195 social change, 197–220 Contingency theories, 73–75 Convening components, of global leadership, 250–251 Couto, Richard, 3, 121, 163, 225 Cowan, Phil, 216 Cowan, Carolyn, 216 CRDCW (Citizens for the Responsible Destruction of Chemical Weapons), 122–129 Cultural dimensions, comparison of, in the Chad-Cameroon pipeline, 248 (table) Cultural framing, 287 Cultural proficiency, and organizational change, 60 Cumulative effect principle, 9–10 Cyberspace, activism in, 286–287 Dailey, Timothy J., 217 Davis v County School Board of Prince Edward County, de Tocqueville, Alexis, 189 Decision making, 47 “Deconstructing the Essential Father” (Silverstein and Auerbach), 216 Development, capability approach to, 239 Dialectical theory, 51 307 308 LEADING CHANGE IN MULTIPLE CONTEXTS Digital divide, 291 Directive leadership, 73 See also Leading change Divided We Fall (Kaur), 223 Donald, Jim, 102 Dotcauses, 281–296 Earl, Jennifer, 288 Earthist, 240–241 Economics, neoclassical and neoliberalism, 237–238 Education, and organizational change, 113–117 Effective followership, 57 Effective leadership, 57 Egalitarianism, gender, 247 Eldredge, Niles, 10 E-leadership, 65–67, 207 E-movements, 281–296 Empowerment, 83, 132 E-practices, 93–94 Equifinality, 47 Ethical component, of global leadership, 255–257 Ethical practices, 94–96, 262–263 Ethics, and change process, 17–18 Evolutionary theory, 51–52 Fairness, and global leadership, 251 Fatherhood movement, 213–218 Fatherless America (Blankenhorn), 214 Fathers Manifesto, 215 Federation of Self-Help Groups, 159 Feng Shui, 15 Field theory, 9, 173 Followership, effective, 57 Forrester, Jay, 48 Framing, cultural, 287 Friedman, Milton, 238 Frith, Uta, 198 Fulford, Thomas, 213–214 Functionalism, 47 Future orientation, 247 Gandhi, Mahatma (Mohandas), 244 Ganz, Marshall, 206, 212 Gardner, Howard, 210, 243, 244–245, 251 Garner, Roberta, 197, 200–203, 210–212 Gaventa, John, 132–133 Gender egalitarianism, 247 Gender perspectives, and global leadership, 249–250 Generative components, of global leadership, 252–255 Gerzon, Mark, 254 Gilboa, Eytan, 255 Gini, Al, 58 Global and social contexts, crossing, 281–296 Global change application, 265–276 boundary crossing risks and side effects, 263–264 concepts of, 236–242 conflict-capital development and, 258–260 context, 231–280 earthist perspective, 240–241 ethical practices and, 262–263 horizontal networks and experiences, 257–258 neoclassical economics concept, 237–238 neoliberalism perspective, 238 perspectives (other), 241–242 postcolonial perspective, 241 practices, 257–264 purpose of, 232–233 social development perspective, 238–239 systemic change and, 260–262 Global civil society, 282–286 Global leadership adaptive work and, 254 components of, 243 (figure) concepts of, 242–257 conflict causes, 252–254 convening components of, 250–251 cultures and perspectives, 246–249 ethical component of, 255–257 fairness and, 251 gender perspectives and, 248–249 generative components, 252–255 humanity, appeal to, 244 identity and vision, broadened, 245 inclusive components of, 246–250 mediator perspective taking, 254 new public diplomacy (NPD) and, 255 participant readiness and, 252 parties, power to invite and attract, 251 process, 246 religious perspectives, 250 sectors and stakeholder components, 246 stories, 245 systems perspective, 244 theory building and, 257 transcending component, 243–246 Global Leadership and Organizational Behavior Effectiveness (GLOBE), 248–249 Global social contract formation, 288 Globalization, 236–237 See also Global leadership Goizueta, Roberto, 102 Index Good to Great (Collins), 100 Gore, Al, 214 Gould, Stephen J., 10 Governments, and organizational change, 110–113 Gray, Barbara, 260 Green war hypothesis, 254 Greenleaf, Robert, 71 Group motivation hypothesis, 253 Hansen Natural Corporation, 102 Heifetz, Ronald, 59, 175, 254 Heisenberg, Werner, 15 Hickman, Gill, 3, 187, 231, 313 Hicks, David, 184 Hicks, Douglas, 250 Hirschman, Albert O., 188 Hofstede, Geert, 247 Homo economicus, 237 Horizontal networks and experiences, development of, 257–258 Human Development Index (HDI), 234 Humane orientation, 248 I Ching, 15 Ideas, power of, 304–305 Identity meaning and, 15–16 online, 287 In Search of the Good Life (Peters), 277n1 Inclusive components, of global leadership, 246–250 In-group collectivism, 247 Innovator’s Dilemma, The (Christensen), 104 Institutional collectivism, 247 Institutionalized-leadership, and change practices, 80–81 Intellectual change, 304–305 International Campaign to Ban Landmines (ICBL), 291–292 Internet nongovernmental organizations, 281–296 Interrelated leadership, 225 Invisible leadership, 63–64, 203–204 Jablin, Fredric, 15 Jack Welch and the GE Way (Slater), 104 Janis, Irving, 70 Jihad v McWorld, 223 Johns, Barbara Rose, 3–8, 21 (figure) Kaur, Valerie, 223 Kelley, Robert, 57 Keynes, John Maynard, 238 Khurana, Rakesh, 100 King, Martin Luther, 204, 244 Kirby, Barbara, 198, 200, 204, 207 Lao Tzu, 61 Lead teacher, 116–117 Leadership achievement-oriented, 74 adaptive, 58–61, 59 (figure) causality and, 3–27 change and, 19–25, 136 charismatic, 71, 205–206 citizen, 135 collective/collaborative, 55–56, 67–68 common and distinguishing elements of, 178 (figure), 178 (table) concepts of, 55–75, 134–136, 156–158 constants in, 136 contingency theories of, 73–75 directive, 73 effective, 57 e-leadership, 65–67, 207 initiative, inclusiveness, and creativity, 136 interrelated, 225 invisible, 63–64, 203–204 mindfulness and, 14–15 missionary, 157 new science and, 11–12 participative, 74 political, 225–226 quantum of, 179 (figure) servant, 71–72, 206 shared, 57–58 social, 225–226 strategic, 68–69, 206–207 supportive, 73 Tao, 61–63 tasks, common, 136 team, 64–65 technology and, 111–112 transactional, 72–73, 182–183, 204–205 transformational, 69–71 transforming, 158, 182–183, 204–205 ubuntu, 63 See also Global leadership; Leading change; Political leadership; Social change leadership; Virtual leadership Leadership Alliance, The (Peters & Video Publishing House), 62 Leading change analytical and contextual elements with concepts and practices, 301–303 (table) contextual influences on, xv (table) in organizational contexts, 33–41 309 310 LEADING CHANGE IN MULTIPLE CONTEXTS intellectual, 304–305 multiple contexts, xiii (figure) purpose, concepts, and practices, xi–xvi See also Change; Leadership Leading Minds (Gardner), 244 Learning, adaptive, 47 Legitimacy, and accountability, 295–296 Legitimizing, 186–188 Levy, David L., 214 Lewin, Kurt, 9, 11, 85, 139, 173 Lewis, Kenneth D., 151 Life-cycle theory, 44 Lipman-Blumen, Jean, 299 Long, Ed, 142–147 Martens, Jans, 263 McAdam, Doug, 211, 212 Meaning, identity and, 15–16 Mediator practices, 260 Mendez v Westminster, 13 Microcredit, rural women and, 152–155 Mill, John Stuart, 237 Mindfulness, leadership and, 14–15 Missionary leadership, 157 Movement, development of, structural strain and, 224–225 Myrdal, Gunnar, 9–11, 174 Neoclassical economics, 237–238 Neoliberalism, 238 Networks advocacy, 282, 286–287 social, xiii, 68, 131, 208 vertical and horizontal, 56, 120, 137, 138, 141, 159, 210, 257, 310 virtual, 110–113 New public diplomacy (NPD), 255 New science, and leadership, 11–12 New social movements (NSM), 201–203, 207–208 Nonconstituted tactics, in social change practices, 207–211 Nongovernmental organizations, Internet, 281–296 Nonprofits, and organizational change, 117–118 Nussbaum, Martha, 239 OneWorld.net, 292–293 Online activism, 288–289 Online Asperger Syndrome Information and Support (OASIS), 199–200, 202, 207 Online identity, 287 Organizational and community contexts, crossing, 151–160 Organizational change appreciative inquiry and, 92–93 changing phase, 87–90 chaos theory and, 49–51 collective/collaborative approaches to, 79–83 complexity theory and, 49–51 concepts of, 43–52 connecting components of, 36–37 (table) cultural proficiency and, 60 dialectical theory and, 51 drivers, units of analysis, processes, and modes, 45–46 (table) environment of, 33–35 e-practices and, 93–94 ethical practices and, 94–96 evolutionary theory and, 51–52 in businesses, 99–107 in education, 113–117 in government, 110–113 in nonprofits, 117–118 in religious organizations, 108–110 leadership concepts in, 55–75 life-cycle theory and, 44 practices, 79–97 purpose of, 35–37 refreezing or anchoring new approaches in the culture, 90–92 scenario building and, 92 stages of praxis and, 85–92 strategic change and, 48–49 strategic planning and, 83–85 systems theory and, 47–48 teleological theory and, 44–47 Organizational culture, 90–91 Organizational learning, 82–83 Orientation future, 247 humane, 248 performance, 247 Participant readiness, and global leadership, 252 Participative leadership, 74 Participatory action research, 139–140 Path-goal theory, 73–74 Performance orientation, 247 Perma-Fix Environmental Services, 123 Peters, Rebecca Todd, 277n1 Plessy v Ferguson, 4, 7, 16–17 Pluralism, respectful, 250 Political and social contexts, crossing, 221–228 Political change, 223–227 concepts of, 172–176 context, 163–195 Index field theory and, 173–175 practices, 184–190 purpose of, 164 Political leadership application, 191–192 checks and balances, 189–190 concepts of, 176–184, 225–226 ethic of responsibility and, 180–181 exit, voice, and loyalty, 188–189 extraordinary means to ends, 181–182 folly and, 183–184 legitimizing, 186–188 signalizing and, 185–186 transforming and transactional, 182–183 values and, 177–180 Political opportunity structure, in social change practices, 212 “Politics as a Vocation” (Weber), 176–184 Postcolonialism, 241 Power change process and, 17 community change and, 132–134 distance, 247 linking social and legitimate, 227 over others, dimensions of, 133 shared, 83 to invite and attract parties, 251 Practices across organizational and community contexts, 158–160 across political and social contexts, 226–227 adaptive, 258–259 collaborative, 259–260 collective/collaborative, 80 (figure) community change, 137–141 connecting with concepts in multiple contexts, 299–303 ethical, 94–96, 262–263 global change, 257–264 organizational change, 79–97 political change, 184–190 social change, 207–212 virtual change, 291–296 Praxis, stages of, 85–86, 86 (figure) changing phase, 87–90 refreezing or anchoring new approaches in the culture, 90–92 unfreezing phase, 86–87 Private motivation hypothesis, 253 Progressivism, 113–114 Project Phoenix, 183 Punctuated equilibrium, 10–11 Quantum of leadership, 179 (figure) Quayle, Dan, 214 Quest for a General Theory of Leadership, The (Goethals & Sorenson), Redfern, Jane Forrest, 124–125, 127 Religious organizations, and organizational change, 108–110 Religious perspectives, and global leadership, 250 Rench, Laura, 123–125 Rendition, extraordinary, 165, 168–170 field theory and, 173–174 remedies for mistakes from, 166–167 rescinding, 171–172 Resource availability and distribution, 16 mobilization, in social change practices, 211 Respectful pluralism, 250 Responsibility, ethic of, 180–181, 225–226 Ricardo, David, 237 Rice, Condoleezza, 165, 170 Robinson, Jo Ann, 204 Rost, Joseph, 23 Rubik’s power cube, 134 Sacks, Rodney, 102 Scenario building, 92 Schön, Donald, 82 Schroedinger, Erwin, 15 Schussman, Alan, 288 Searching for a Corporate Savior (Khurana), 100 Sen, Amartya, 239 Senge, Peter, 260 Servant leadership, 71–72, 206 Shared leadership, 57–58 Shared power, 83 Signalizing, 185–186, 226 Sikh coalition, 221–223 Silverstein, Louise B., 216 Sit-In Movement, Six Sigma, 100, 103 Smith, Adam, 237 Social and global contexts, crossing, 281–296 Social and political contexts, crossing, 221–228 Social capital, and community change, 130–131 Social change, 223–225 concepts of, 200–203 context, 197–220 nonconstituted tactics in, 207–211 311 312 LEADING CHANGE IN MULTIPLE CONTEXTS practices, 207–212 purpose of, 197–198 Social change leadership charismatic, 205–206 concepts of, 203–207 e-leadership, 207 formal authority, without, 203–207 invisible, 203–204 nonconstituted, 203–207 servant, 206 strategic, 206–207 transforming and transactional, 204–205 Social construction, 46 Social contract failure of, 253–254 formation of a global, 288 Social development, 238–239 Social movement classical period, 200 new social movements, 201–203 rational action, 201 structure, 211 Social tensions, 15, 16 (table) Society, global civil, 282–286 St Luke Penny Savings Bank, xi–xii, xiv Starbuck’s, 102 Stayer, Ralph, 62 Stewart, Frances, 253 Strategic capacity, development of, 212 Strategic change, 47–49 See also Change Strategic leadership, 68–69, 206–207 See also Leadership Strategic planning, 83–85 Student Non-Violent Coordinating Committee, Supportive leadership, 73 Systemic change, 260–262 See also Change Systems theory, 47–48, 48 (figure) Tao leadership, 61–63 Tao of Leadership (Heider and Dao de Jing), 61 Tao Te Ching (Lao Tsu, Feng, and English), 61 Task-relations-and-change theory, 74–75 Teacher, lead, 116–117 Team leadership, 64–65 Technology, and leadership, 111–112 Technology Solutions, 38–41, 47 Teleological theory, 44–47 Third World Network (TWN), 292 Torrisi, Sally, 143–146 Transactional leadership, 72–73, 182–183, 204–205 Transcending components, of global leadership, 243–246 Transformational leadership, 69–71 Transforming leadership, xii, xiv, 147, 148, 172, 182–183, 204–205 Transnational advocacy, 281–296 Tuchman, Barbara, 183 Tucker, Robert, 164, 184–186, 203, 207–208, 212, 221 Ubuntu leadership, 63 Uncertainty avoidance, 247 Unrepresented Nations and People (UNPO), 293 Values, 134–135, 225–226 Vinson, Fred, 7, 12 Virtual activism, 281–296 Virtual change accountability and legitimacy, 295–296 concepts of, 286–288 leadership, 288–291 practices, 291–296 Virtual identity, establishing, 291–293 Virtual leadership access, culture, and the digital divide, 291 concepts of, 288–291 online activism and, 288–289 structure, power, and roles, 290 Virtual mobilization, and political opportunity structure, 293–295 Virtual networks, 110–113 Virtual presence, establishing, 291–293 Virtual teams, 66 Voltaire (Arouet, Franỗois-Marie), 256 Walker, Maggie L., xixii, xiv Warren, Earl, 7, 12, 23 Water privatization of, 270–272 scarcity and potential conflict, 272–273 world supply, criticality of, 265–276 Weber, Max, 20, 27, 71, 175–177, 180–185, 187, 189–191, 206 Welch, Jack, 99, 103, 106–107 Wheatley, Margaret, 8, 11–14, 50, 58, 146, 173–175 Wikinomics, 56 Women, rural, and microcredit, 152–155 Yarmolinsky, Adam, 136, 175–176 Yukl, Gary, 48, 60, 65, 69, 70–71, 74, 84–85, 87, 91, 183, 205 About the Author Gill Robinson Hickman (PhD, University of Southern California) is currently a Professor of Leadership Studies in the Jepson School of Leadership Studies at the University of Richmond Her previous experience includes founding Dean in the School of Health at California State University, acting Associate Dean at Virginia Commonwealth University, Professor of Public Administration, and Director of Human Resources for two organizations She was also a founding partner in a small California retail business She has published two other books, titled Leading Organizations: Perspectives for a New Era, for Sage Publications, and Managing Personnel in the Public Sector: A Shared Responsibility, with Dalton Lee for Harcourt College Publishers In addition, she has published a number of book chapters and articles on leadership studies Her current research and book project with Dr Georgia Sorenson is titled The Power of Invisible Leadership and examines leadership in settings where dedication to a powerful purpose is the motivating force for people to take action She was an invited presenter at the China Executive Leadership Academy Pudong (CELAP), Shanghai, China; the Leadership in Central Europe Conference at Palacky University in Olomouc, Czech Republic; the Salzburg Seminar in Salzburg, Austria; and the University of the Western Cape in South Africa She has participated as a panel member at international conferences in Amsterdam, The Netherlands; Guadalajara, Mexico; and Vancouver and Toronto, Canada At the Jepson School, she teaches courses on leading change, theories and models of leadership, leadership in organizations, and leadership in a diverse society 313 About the Contributors James MacGregor Burns (PhD, Harvard University) is a Pulitzer Prize–winning presidential biographer and a pioneer in the study of leadership He is the Woodrow Wilson Professor of Government Emeritus at Williams College; Distinguished Leadership Scholar at the Academy of Leadership, which bears his name, at the University of Maryland; and a member of the American Academy of Arts and Sciences Author of more than two dozen books, he has devoted his professional life to the study of leadership in various forms In 1971, he won the Pulitzer Prize and the National Book Award for his biography Roosevelt: Soldier of Freedom (1970) His book Leadership, published in 1978, is still considered the seminal work in the field of leadership studies and is the basis of more than 400 doctoral dissertations Among his most recent books are Running Alone: Presidential Leadership from JFK to Bush II, Transforming Leadership, and Dead Center: Clinton-Gore Leadership Richard A Couto (PhD, University of Kentucky) is a senior scholar at the James MacGregor Burns Academy of Leadership at the University of Maryland He has a background in practice and scholarship in community leadership He directed the Center for Health Services at Vanderbilt University from 1975 to 1988 and has won several national awards, including a Kellogg National Fellowship for his work in support of community leadership in Appalachia and in rural, predominantly African American counties in western Tennessee In 1991, he became a founding faculty member of the Jepson School of Leadership Studies at the University of Richmond In 2002, he became a founding faculty member of Antioch University’s PhD Program in Leadership and Change His most recent books focus on community leadership, democratic theory and practice, a curriculum of courage for fearless thinking based on the achievements of Antioch College, and reflections on leadership, which commemorates the 25th anniversary of James MacGregor Burns’s book Leadership Marti Goetz (MA, Wright State University) is a doctoral student in leadership and change at Antioch University She is the executive director of Miami Valley InOvations, a nonprofit housing corporation serving people with developmental disabilities in southwest Ohio She has worked to improve housing and services for this population throughout her career, helping to move people with developmental disabilities from state institutions to their own homes where they can participate fully in their communities 314 About the Contributors Sarah Hippensteel Hall (MA, Antioch University Seattle) is Program Development Specialist at the Miami Conservancy District in Dayton, Ohio She works with communities to build diverse partnerships and solve water quality challenges Her research and scholarly interests include leadership in community-based organizations, empowerment, and participatory action research She has presented at many national conferences She is currently earning a doctorate in leadership and change at Antioch University Rebecca Todd Peters (PhD, Union Theological Seminary, New York) is Associate Professor of religious studies at Elon University Her book In Search of the Good Life: The Ethics of Globalization (Continuum, 2004) won the 2003 Trinity Book Prize She also coedited Justice in the Making (Westminster/John Knox, 2004); Justice in a Global Economy: Strategies for Home, Community and World (Westminster/John Knox, 2006); and To Do Justice: A Guide for Progressive Christians (Westminster/ John Knox, 2008) In addition to teaching ethics courses in the Religious Studies department, she is a member of the Environmental Studies faculty and offers courses in the honors program and the women’s and gender studies programs Her research and teaching areas include economic and environmental ethics, sexuality issues, and reproductive concerns 315 Supporting researchers for more than 40 years Research methods have always been at the core of SAGE’s publishing program Founder Sara Miller McCune published SAGE’s first methods book, Public Policy Evaluation, in 1970 Soon after, she launched the Quantitative Applications in the Social Sciences series—affectionately known as the “little green books.” Always at the forefront of developing and supporting new approaches in methods, SAGE published early groundbreaking texts and journals in the fields of qualitative methods and evaluation Today, more than 40 years and two million little green books later, SAGE continues to push the boundaries with a growing list of more than 1,200 research methods books, journals, and reference works across the social, behavioral, and health sciences Its imprints—Pine Forge Press, home of innovative textbooks in sociology, and Corwin, publisher of PreK–12 resources for teachers and administrators—broaden SAGE’s range of offerings in methods SAGE further extended its impact in 2008 when it acquired CQ Press and its best-selling and highly respected political science research methods list From qualitative, quantitative, and mixed methods to evaluation, SAGE is the essential resource for academics and practitioners looking for the latest methods by leading scholars For more information, visit www.sagepub.com ... friends throughout her life LEADING CHANGE in Multiple Contexts Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings Gill Robinson HICKMAN University... multiple contexts: concepts and practices in organizational, community, political, social, and global change settings/Gill Robinson Hickman p cm Includes bibliographical references and index ISBN... St Luke Penny Savings Bank provide a focus for examining the concepts involved in leading change in multiple contexts Leading change is a collective effort by participants to intentionally modify,