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"The gulf between those who practice grassroots leadership and those who theorize about leadership has been shrinking for some time. Much of this is due to changingimages of who leaders are and what they should do. In the pasthalf century, notions about the essence of leadership have shifted from a hierarchical view that leadership flows from a leadership position to a much more lateral view that leadership roles are available to everyone. James MacGregor Burns’ Leadership (1978), which popularized “transformative leadership,” was one of the first to describe the shift from a command-and-control vision to one that is more inclusive and participatory. Robert Greenleaf’s notions about “servant leadership” (1977) held that leadership should at its core attend to matters of inequity and social injustice. A third seminal work, one that left solely hierarchical views of leadership behind forever, theoretically if not always in practice, was Ronald Heifetz’ 1994 book, Leadership Without Easy Answers. In it, Heifetz introduced the notion of what he calls adaptive work, or the learning required when neither the problem norits solution is clearly defined (a term cited in several of the chapters in this book). Learning is the key term in adaptive work. Because there are no easy answers or singular solutions in adaptive work, achieving agreement on a course of action means first that participants must recognize that their existing perspectives won’t lead them to a resolution, and second that they must suspend assumptions, entertain fresh questions, and try on the perspectives of others. They must realize that a solution is not a matter of applying technical solutions more expertly, but rather one of framing problems differently."

"What is our role in creating healthy organizations and a healthy world? Creative Social Change fosters a unique dialogue on the interconnections between leadership, sustainability, the long-term viability of the planet, and organizational development. Brought together, these arenas of research and action can influence events globally and contribute to creating a healthy society.The book builds on interviews with five eminent social scientists, thought leaders for many decades on the nature of organizational and societal development: Robert Quinn, Otto Scharmer, Edgar Schein, Peter Senge, and Margaret Wheatley. It includes contributions on what is needed for change from longstanding creative scholar-practitioners such as Riane Eisler and Karl-Henrik Robert, as well as new voices, and concludes with a variety of concrete case studies from around the world about efforts in this direction. "

"This article unpacks community-level female leadership among Malaysia’s indigenous Orang Asli community. The power dynamics of this community’s relationship with state institutions have been uneven. Critics accuse the authorities of infantilizing the community, through gendered and patriarchal behaviour (for example, male government officers only interact with male heads of communities). Based on the fieldwork including seven interviews with female and male Orang Asli grassroots leaders of an independent, pro-indigenous movement – one which is apparently “leaderless” in terms of its organizational structure – we show how they challenge the abovementioned attitudes through neo-empowerment and agentic efforts, through collective narratives of the environment, camaraderie and compassion. These grassroots efforts also appeal to a new cohort of indigenous people, embody gentle negotiation strategies, and recognize gendered discourses of agency and control. We show how this leads to the creation of a more inclusive, progressive, and feminist-driven empowerment strategy, eventually building resistance to traditional patriarchal structures."