Development as Leadership-led Change
Development 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 (WBI), 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 â€œchange spaceâ€ by fostering acceptance for change, granting authority for change, introducing or freeing the abilities necessary to achieve change. This â€œchange spaceâ€ 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 â€œchange spaceâ€ and its limits in organizational and social change. The authors argue that a lack of â€œchange spaceâ€ 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 â€œchange spaceâ€ creation are likely to be common to all successful leadership-led change events.
|Date of creation:||2010|
|Date of revision:|
|Publication status:||Published in HKS Faculty Research Working Paper Series|
|Contact details of provider:|| Postal: |
Web page: http://www.hks.harvard.edu/
More information through EDIRC
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Allan Drazen & Vittorio Grilli, 1990.
"The Benefits of Crises for Economic Reforms,"
NBER Working Papers
3527, National Bureau of Economic Research, Inc.
- Pettigrew, Andrew M., 1997. "What is a processual analysis?," Scandinavian Journal of Management, Elsevier, vol. 13(4), pages 337-348, December.
- Pritchett, Lant & Woolcock, Michael, 2004. "Solutions When the Solution is the Problem: Arraying the Disarray in Development," World Development, Elsevier, vol. 32(2), pages 191-212, February.
- Eduardo Lora & Ugo Panizza, 2002.
"Structural Reforms in Latin America under Scrutiny,"
Research Department Publications
4301, Inter-American Development Bank, Research Department.
- Eduardo Lora & Ugo Panizza, 2002. "Structural Reforms in Latin America under Scrutiny," Research Department Publications 4303, Inter-American Development Bank, Research Department.
When requesting a correction, please mention this item's handle: RePEc:hrv:hksfac:4449099. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Ben Steinberg)
If references are entirely missing, you can add them using this form.