Government by Investigation: Congress, President, and the Search for Answers, 1945–2012
The Brookings Institution Press, 2013.
Presidential and congressional investigations are particularly powerful tools for asking tough questions about highly visible, often complex government breakdowns, including: communist infiltration of government 1950s, the Vietnam War during the 1960s, Watergate and Central Intelligence Agency abuses during the 1970s, among 96 others covered in Government by Investigation, by Paul Light. Light, one of America’s premier authorities on public service and management, provides a deep assessment of what he has identified as the federal government’s one hundred most significant investigations since World War II.
The leadership task of prompting cognitive shifts: Shaping perceptions of issues and constituencies to achieve public service goals.
Public 18. (Published by ESADE Business School.)
Foldy, E.G., Goldman, L. & Ospina, S.
In summary, these exemplary non-profit organizations were often very strategic in how they framed problems, solutions and the people they served. This suggests that public organizations could also be more deliberate in their framing processes. Organizational leaders might want to talk explicitly about the shifts they are trying to create, and whether these fit together or act at cross purposes, in addition to how well they match the organization’s goals and mission. Prompting cognitive shifts is at the heart of public leadership.
Donors, local development groups and institutional reform over Vietnam's development decade
in Kerkvliet, B.J., Heng, R.H.K. and Hock, D.K.W. (eds.), Getting organized in Vietnam: Moving in and around the socialist state, Singapore: Institute of Southeast Asian Studies, pp. 234-270.
International donors have attempted to contribute to, and indeed influence, the overall tenor of socioeconomic and governance-related reforms in Vietnam. They have done so in a number of ways: directly supporting policy research, stablishing forums for debate of developmental issues with government counterparts, funding projects on administrative and judiciary reform and central level capacity building, and providing direct financial and sometimes indirect support for ‘indigenous’ NGOs, primarily development service organizations working as contractors for particular development projects. This paper examines another modality through which donors sought to influence administrative reform over the heady ‘development decade’ of the 1990s – donor support for rural development projects conceived as ‘policy experiments’ (Rondinelli 1983). Though diverse in sectoral focus, these projects commonly attempted to introduce local institutional arrangements promoting greater responsiveness and accountability of local governments to rural communities as a whole, or to particular sub-groups such as smallholder farmers. To do so, local organizations or grassroots groups were typically established as new ways of organizing the rural populace to demand, plan for, access or provide services underpinning rural development and poverty alleviation. “Local development groups” (LDGs) is the name I give to groups comprised of farmers and other end-users of project services (or representatives they choose) that were formed in the process of implementing particular development projects. This paper probes the experience of these development projects and LDGs over approximately the last ten years. It depicts how projects funded by a wide range of donors became an important part of the institutional landscape in many areas of Vietnam, leaving a significant mark on many sectors related to rural development. Five sections follow this introduction. The first examines how changing donor roles interacted with institutional developments to produce an opportunity for projects to influence policy. Section two presents a theoretical framework with which to assess LDGs and the policy experiments in which they were embedded, which section three applies the framework to a sample of 15 donor projects operational over the 1990s in Vietnam. Section four presents more qualitative detail on a few of the higher-impact projects. The final section concludes with implications for donors and the study of local institutional change in Vietnam.
The Responsibility Revolution: How the Next Generation of Businesses Will Win
San Francisco: Jossey-Bass, 2010. Print.
Hollender, Jeffrey and Bill Breen.
How to create a company that not only sustains, but surpasses-that moves beyond the imperative to be "less bad" and embrace an ethos to be "all good"
From the Inspired Protagonist and Chairman of Seventh Generation, the country's leading brand of household products and a pioneering "good company," comes a one-of-a-kind book for leaders, entrepreneurs, and change agents everywhere. The Responsibility Revolution reveals the smartest ways for companies to build a better future-and hold themselves accountable for the results. Thousands of companies have pledged to act responsibly; very few have proven that they know how. This book will guide them. The Responsibility Revolution presents fresh ideas and actionable strategies to commit your company to a genuine socially and environmentally responsible business and culture, one that not only competes but wins on values.
- Points the way for innovators and influencers to generate trust by becoming transparent, elicit people's passion and creativity, turn customers into collaborators, transform critics into allies, rewrite the rules and reinvent business
- Shows how to build a socially and environmentally responsible yet genuinely good company and an authentic brand
- Drawing on groundbreaking interviews with real-world change leaders, Hollender and Breen present lessons and insights from the "good company"' parts of big companies like IBM and eBay, trailblazers like Patagonia and Timberland, and emerging dynamos like Linden Lab and Etsy
The Responsibility Revolution equips people with the tactics, models, and mind-sets they need to compete in a world where consumers now demand that companies contribute to the greater good.
On the folly of principals' power: Managerial psychology as a cause of bad incentives
Research in Organizational Behavior, 31, 25-41
Magee, Joe C., Gavin Kilduff, & Chip Heath.
Faulty and dysfunctional incentive systems have long interested, and frustrated, managers and organizational scholars alike. In this analysis, we pick up where Kerr (1975) left off and advance an explanation for why bad incentive systems are so prevalent in organizations. We propose that one contributing factor lies in the psychology of people who occupy managerial roles. Although designing effective incentive systems is a challenge wrought with perils for anyone, we believe the psychological consequences and correlates of higher rank within organizations make the challenge more severe for managers. Patterns of promotion and hiring typically yield managers that are more competent than their employees, and ascending to management positions increases individuals' workload and power. In turn, these factors make managers more egocentrically anchored and cognitively abstract, while also reducing their available cognitive capacity for any given task, all of which we argue limits their ability to design effective incentives for employees. Thus, ironically, those with the power to design incentives may be those least able to effectively do so. We discuss four specific types of bad incentive systems that can arise from these psychological tendencies in managers: those that over-emphasize compensation, generate weak motivation, offer perverse motivation, or are misaligned with organizational culture.
Leading Change Step-by-Step: Tactics, Tools, and Tales
San Francisco: Jossey-Bass, Inc., January 2011.
Leading Change Step-by-Step offers a comprehensive and practical guide for leaders. This field-tested approach has been used successfully bot more than a decade in a wide variety of organizations including nonprofits, schools and districts, universities, public, and international agencies. The book is filled with proven tactics for implementing change successfully, with tools to put the tactics into practice, and common mistakes to avoid. Also included are stories of struggle and success that show how this approach has been used effectively in 22 states and internationally. The approach helps guide leaders through analyzing situations, ideitifying stakeholders, and working with them effectively to bring about the desired results.
Appreciative narratives as leadership research: Matching method to lens.
Advances in Appreciative Inquiry, a new book series edited by David Cooperrider and Michel Avital, Case Western Reserve University.
Schall, E., Ospina, S., Godsoe, B., and Dodge, J.
A critical Review of Race and Ethnicity in the Leadership Literature: Surfacing Context, Power and the Collective Dimensions of Leadership.
The Leadership Quarterly, 20
Ospina, S. and E. G. Foldy
Leadership studies focusing on race–ethnicity provide particularly rich contexts to illuminate the human condition as it pertains to leadership. Yet insights about the leadership experience of people of color from context-rich research within education, communications and black studies remain marginal in the field. Our framework integrates these, categorizing reviewed studies according to the effects of race–ethnicity on perceptions of leadership, the effects of race–ethnicity on leadership enactments, and actors' approach to the social reality of race–ethnicity. The review reveals a gradual convergence of theories of leadership and theories of race–ethnicity as their relational dimensions are increasingly emphasized. A shift in the conceptualization of race–ethnicity in relation to leadership is reported, from a constraint to a personal resource to a simultaneous consideration of its constraining and liberating capacity. Concurrent shifts in the treatment of context, power, agency versus structure and causality are also explored, as are fertile areas for future research.
Building Bridges from Margins: The Work of Leadership in Social Change Organizations
The Leadership Quarterly
Ospina, S. and E. G. Foldy
Attention to the relational dimensions of leadership represents a new frontier of leadership research and is an expression of the growing scholarly interest in the conditions that foster collective action within and across boundaries. This article explores the antecedents of collaboration from the perspective of social change organizations engaged in processes of collaborative governance. Using a constructionist lens, the study illuminates the question how do social change leaders secure the connectedness needed for collaborative work to advance their organization's mission? The article draws on data from a national, multi-year, multi-modal qualitative study of social change organizations and their leaders. These organizations represent disenfranchised communities which aspire to influence policy makers and other social actors to change the conditions that affect their members' lives. Narrative analysis of transcripts from in-depth interviews in 38 organizations yielded five leadership practices that foster strong relational bonds either within organizations or across boundaries with others. The article describes how these practices nurture interdependence either by forging new connections, strengthening existing ones, or capitalizing on strong ones.
Advancing Relational Leadership Theory
Leadership Horizon Series. Eds., M Uhl-Bien and S. Ospina Greenwich, CT: Information Age
Pockets of Abundance: Building Leadership Capital for Social Change
Ospina, S., Dodge, J., El Hadidy, W., Foldy. E.G., Hofmann-Panilla, A. & Su, C.
Paradox and Collaboration in Network Management. Administration and Society
Administration & Society July 2, 2010 vol. 42 no. 4 404-440
Qualitative evidence from action networks is used to answer the research question, How do leaders of successful networks manage collaboration challenges to make things happen? This study of two urban immigration coalitions in the United States found that their leaders developed practices as a response to two paradoxical requirements of network collaboration: managing unity and diversity when doing inward work and confrontation and dialogue when doing outward work. By illuminating how leaders responded to these complex demands inherent in action networks, the authors open up the black box of managing whole networks of organizations and underscore the role of leadership in interorganizational collaboration.
Thinking Sociologically About Leadership
In Research Companion to Leadership Studies: The Dialogue of Disciplines Eds., M. Harvey, R. Riggio. UK:Edward Elgar First Author with M. Hittleman
Social Change Leadership as Relational Leadership.
In Advancing Relational Leadership Theory. Eds., M Uhl-Bien, S Ospina. Greenwich, CT: Information Age. (First Author with E.G Foldy, W. El Hadidy, J. Dodge, A. Hofmann-Pinilla. and C. Su)
In Political and Civic Leadership. Edr., R. Couto. Vol II. Thousand Oaks: Sage (Second Author with W. El Hadidy and A Hofman-Pinilla
Leadership in Inter-organizational Networks
21st Century Management: A Reference Handbook, Volume 2, Sage: Los Angeles, pp. 291-300
Ospina, S. & Saz, A.
Governance and Leadership for Social Change
Reforma y Democracia, CLAD, Venezuela, No. 35, pp. 93-122
Weaving Color Lines: Race, Ethnicity, and the Work of Leadership in Social Change Organizations
Leadership, Vol 5, Issue 2, December 2009
Taking the action turn: Lessons from bringing participation to qualitative research
Handbook of Action Research, 2nd Edition. 2008
Ospina, S., Dodge, J., Foldy, E.G. & Hofmann, A.
Power, Safety and Learning in Racially Diverse Groups
Academy of Management Learning and Education 8(1) 2009
Foldy, E.G. Buckley, T.R. & Rivard. P.