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 Professor. Director at Learning Change Project – Research on society, culture, art, neuroscience, cognition, critical thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, sustainability, thinkers, ++
Giorgio Bertini does not work for, consult, own shares in or receive funding from any company or organization that would benefit from these papers, and has disclosed no relevant affiliations beyond their academic appointment.
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