The objectives of this article are to: (1) characterize the special requirements for practicing leadership in community-based, social change settings; (2) identify a distinctive kind of leadership, called community entrepreneurship, which is appropriate to such settings; and (3) draw implications for leadership theory and for practice in similar settings. Community-based social change settings are highly dynamic and complex. They are characterized by diverse interests, temporary and fluid alliances, and fast-paced and equivocal events that confound traditional leadership concepts. By reflecting on our own overlapping community-based experiences, we strive to improve our understanding about how community-based leaders practice social change. We call this practice community entrepreneurship.
Research on society, culture, art, neuroscience, cognition, thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, thinkers ++
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