poverty-reduction-scaling-up-local-innovations-for-transformational-change;hr

2016 ◽  
Keyword(s):  
Poverty Reduction ◽  
Transformational Change ◽  
Scaling Up

2005 Review of the Poverty Reduction Strategy Approach - Balancing Accountabilities and Scaling Up Results

Policy Papers ◽  
2005 ◽  
Vol 2005 (67) ◽  
Author(s):  
Keyword(s):  
World Bank ◽  
Low Income ◽  
Poverty Reduction ◽  
Scaling Up ◽  
Low Income Countries ◽  
New Approach ◽  
The World Bank ◽  
Reduction Strategies ◽  
Poverty Reduction Strategy ◽  
The International Monetary Fund

In December 1999, the World Bank (the Bank) and the International Monetary Fund (the Fund) introduced a new approach to their relations with low-income countries, centered around the development and implementation of poverty reduction strategies (PRS) by the countries as a precondition for access to debt relief and concessional financing from both institutions. These strategies were also expected to serve as a framework for better coordination of development assistance among other development partners.

scholarly journals Transformational Change for Achieving Scale: Lessons for a Greener Recovery

2022 ◽  
pp. 27-38
Author(s):  
Geeta Batra ◽  
Jeneen Garcia ◽  
Kseniya Temnenko
Keyword(s):  
Systems Approach ◽  
Continuous Process ◽  
Transformational Change ◽  
Scaling Up ◽  
Design Stage ◽  
Project Design ◽  
Multiple Constraints ◽  
Policy Environment ◽  
Socioeconomic Impacts ◽  
Design And Implementation

AbstractAchieving transformational changes that can be then effectively scaled up requires ambition in design, a supportive policy environment, sound project design and implementation, partnerships, and multistakeholder participation. This chapter presents a framework that can be applied at the design stage to plan for change and scaling up and provides relevant lessons based on GEF interventions. Achieving change and scale can be an iterative and a continuous process until impacts are generated at the magnitude and scope of the targeted scale. Successful transformations typically adopt a systems approach and address multiple constraints to attain environmental and other socioeconomic impacts.

Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance

2014 ◽  
Vol 13 (2) ◽  
pp. 70-86 ◽  
Author(s):  
Dan S. Chiaburu ◽  
Troy A. Smith ◽  
Jiexin Wang ◽  
Ryan D. Zimmerman
Keyword(s):  
Task Performance ◽  
Transformational Change ◽  
Future Research ◽  
Contingent Reward ◽  
Work Effectiveness ◽  
Leader Influence ◽  
Member Exchange ◽  
Proactive Behaviors ◽  
Reported Data ◽  
Transactional Leader

We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.

Transformational Change Scale

2006 ◽  
Author(s):  
Alannah E. Rafferty ◽  
Mark A. Griffin
Keyword(s):  
Transformational Change
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