TITLE:
Deconstructing the Breakthrough Leadership Thinking of Visionary Social Change Agents—Insights and Strategies for Leading Transformative Change from Four Case Studies
AUTHORS:
Joseph G. Claudet
KEYWORDS:
Leadership Thinking Processes, Visionary Leadership, Transformative Change, Organizational Renewal
JOURNAL NAME:
Advances in Applied Sociology,
Vol.6 No.9,
September
20,
2016
ABSTRACT: This
article reports results of a multiple case investigation of the breakthrough leadership thinking processes of visionary social change agent leaders. Case study profiles of four selected
social change leaders who have made lasting career contributions as innovative
change agents in their chosen professional domains are presented. In-depth
analyses of the four change leader cases revealed new conceptual understandings
regarding fundamental connections among each individual leader’s core values
and beliefs, breakthrough leadership thinking processes, and the ways in which
each leader was able to leverage innovative insights generated from this
breakthrough thinking to inspire and guide positive transformative change in
the leader’s chosen domain and socio-organizational setting. Seven key change leadership insights and strategies derived from the study’s collective individual and comparative case analyses
are highlighted that may be of practical use to change leaders working today in
a variety of professional domains and socio-organizational settings.