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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. ; https://scholarship.richmond.edu/bookshelf/1014/thumbnail.jpg

My subsequent writing in this area takes his definition of transforming leadership from the political context and applies it to formal organizations. Transforming organizational leaders shape collective purpose and developmental processes within the organization that adapt to some social changes and promote others. Though leadership scholars have previously adapted Burns's concept and incorporated it in leader-follower relationships (Bass 1985; Bennis and Nanus 1985; Tichy and Devanna 1986; Bass, Avolio, and Goodheim 1987; Bass, Waldman, Avolio, and Bebb 1987), my work attempts to infuse organizations with Burns's imperative to link leadership with "collective purpose and social change (Burns 1978:3).

Conceptual perspective on leadership and change: in general essentialists maintain that social and natural realities exist apart from our perceptions of reality and that individuals perceive the world rather than construct it (Rosenblum and Travis 2003, p. 33). Conversely, constructionists believe that humans construct or create reality and give it meaning through social, economic and political interactions. Specifically, reality cannot be separated form the way people perceive it (Rosenblum and Travis 2003, p. 33). According to the constructionist view, therefore, people can change reality by changing their perceptions of it.

Much of our writing and dialogue as leadership scholars consists of exchanges about "good" leadership -- what leadership ought to be as opposed to what it really is, as Barbara Kellerman so accurately observes. Although I strongly believe that leadership scholars should do both, I intend to provide a normative perspective for organization leadership in the context of turbulent environments. The new era in which organizations must function is characterized by factors such as intense global concern and competition; intraorganizational relationships and collaboration; a focus on democracy, substantive justice, civic virtues, and the common good; values orientation; empowerment and trust; consensus-oriented policy-making processes; diversity and pluralism in structures and participation; critical dialogue, qualitative language, and methodologies; collectivized rewards; and market alignments (Bennis & Slater, 1968; Emery & Trist, 1973; Toffler, 1980; Clegg, 1990; Rost, 1991; Kuhnert, 1993).

"This book examines a relatively unexplored area of leadership research-personal aspects of leadership-by considering the impact of leaders navigating their own personal crises on their relationships with teams, peers, and supervisors. Through original research as well as an integrative review of the literature, Hickman and Knouse focus on the leader-as-person in crisis, including the real-life personal crises and experiences of leaders. This important volume offers a detailed and thoughtful description of intersecting factors that contribute to the ways in which leaders experience and cope with personal crisis to spur additional research attention to this neglected area. This book also offers current and prospective leaders advice and direction on effectively navigating personal crisis"--

A powerful force draws people to leadership in countless businesses, nonprofits, government agencies, and social movements—we call it invisible leadership. Invisible leadership embodies situations in which dedication to a compelling and deeply held common purpose is the motivating force for leadership. Common purpose is more than a mission statement. It is a profound sense of common destiny, a life course or calling, aligned with a mission that resonates profoundly with our values and our sense of ourselves and others. This readable, research-based book shows readers how invisible leadership exists in the space between leaders and followers, artists and subjects, and purposes and people. Rather than reinforcing the idea that leadership is embodied in celebrity leaders or in gifted and charismatic individuals, the well known and highly admired authors of this insightful new book identify "charisma of purpose" as the motivating force for invisible leadership. A brief discussion of how invisible leadership impacts businesses, nonprofits, government agencies, and social movements guides the reader toward an understanding of the antecedents and possibilities of this way of thinking. ; https://scholarship.richmond.edu/bookshelf/1012/thumbnail.jpg

This book is written for the large number of public administration students and practitioners who are interested in becoming department managers and supervisors in various areas of government service. It emphasizes the interdependence between the human resource department and line managers in implementing personnel functions. It also provides enough background and history about human resource management in the public sector for line managers to appreciate why the field functions as it does. ; https://scholarship.richmond.edu/bookshelf/1010/thumbnail.jpg