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Development involves change. But many development initiatives produce unimpressive levels of change in targeted countries, organizations and outcomes. This is the case in social sector initiatives, core public management reforms, and even macroeconomic adjustment operations. Change is often limited even when countries adopt proposed solutions in their proposed forms, in apparently good faith and on time (or in reasonable time). The authors wonder why, and believe research should ask how to close the gap between the changes intended in development (what is proposed) and the change they actually see in evidence. This research paper aims to (modestly) contribute to such research by exploring what it takes to get change done; and particularly what role leadership plays in effecting change.
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