Advances in Applied Sociology

Volume 6, Issue 9 (September 2016)

ISSN Print: 2165-4328   ISSN Online: 2165-4336

Google-based Impact Factor: 0.63  Citations  h5-index & Ranking

Deconstructing the Breakthrough Leadership Thinking of Visionary Social Change Agents
—Insights and Strategies for Leading Transformative Change from Four Case Studies

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DOI: 10.4236/aasoci.2016.69023    4,230 Downloads   6,206 Views   Citations
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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.

Cite this paper

Claudet, J. (2016) Deconstructing the Breakthrough Leadership Thinking of Visionary Social Change Agents
—Insights and Strategies for Leading Transformative Change from Four Case Studies. Advances in Applied Sociology, 6, 271-318. doi: 10.4236/aasoci.2016.69023.

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