Leadership and Power in International Development : Navigating the Intersections of Gender, Culture, Context, and Sustainability

Cover -- Title Page -- Copyright Page -- Contents -- About the Authors -- Preface -- Acknowledgments of the Editors -- About the Editors -- Dedications -- Overview Part 1 On Leading in International Development -- On International Development Leaders -- Who Are Leaders in International Development? -- What Is Unique about These Leaders? -- The Architecture within Which International Development Leaders Lead -- Foreign Aid as an Essential Tool of International Development -- Multiple Identities of Donors -- Approaches to International Development -- How Development Assistance Is Delivered -- Leading in a Milieu of Intense Criticism -- How Do the Leaders in This Volume Practice Leadership? -- How Is Leadership Conceived Of? -- How Leaders in International Development Initiate Change? -- Relationship Building -- Impact of Four Factors on Leadership -- Gender -- Culture-adapters and Culture-challengers -- Context -- Sustainability -- Power -- Overview Part 2 Power in International Development Leadership -- What Is Power in International Development Leadership? -- Exploring the Contradictions: Contextualization versus Standardization -- Redistribution of Power: Recommendations through Lived Experiences -- Note -- References -- 1. Toward a Theory of Leading in International Development -- Methods -- Data Collection Methods -- Data Analysis Methods -- Findings: The Emerging Theory of Leading in International Development Contexts -- Critical Element #1: Power -- Critical Element #2: Connections -- Critical Element #3: Paradox -- Conclusions and Implications -- Notes -- References -- Part 1: Challenges in International Development -- 2. Chronicles of a Humanitarian Worker -- Gender Disparities in International Development Leadership -- Contextual Issues in Governance and Leadership -- Culture Influences and Decision-making Processes.