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Development as Leadership-led Change

by Alison Wescott Matt Andrews

'Development as Leadership-led Change' presents the findings of the "Global Leadership Initiative Research Study," which examines leadership in the change processes of fourteen capacity development interventions in eight developing countries. The paper explores what it takes to make change happen in the context of development, and in particular, the role leadership plays in bringing about change. The analysis and findings conclude that leadership manifests itself in different ways in different contexts, depending on readiness, factors that shape change, and leadership opportunities. However, the key characteristics of plurality, functionality, problem orientation, and change space creation are likely to be common to all successful leadership-led change events.

The Limits of Institutional Reform in Development

by Matt Andrews

Developing countries commonly adopt reforms to improve their governments yet they usually fail to produce more functional and effective governments. Andrews argues that reforms often fail to make governments better because they are introduced as signals to gain short-term support. These signals introduce unrealistic best practices that do not fit developing country contexts and are not considered relevant by implementing agents. The result is a set of new forms that do not function. However, there are realistic solutions emerging from institutional reforms in some developing countries. Lessons from these experiences suggest that reform limits, although challenging to adopt, can be overcome by focusing change on problem solving through an incremental process that involves multiple agents.

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