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Leadership and social change, Leadership in social change organisations: A…

- - - - Leadership Practices
        
        Intermediate outcomes
      - Core Tasks
    - - Long term outcomes
    - - A lived problem (systemic exclusion
- - - - , leadership practices cluster around three distinct types of leadership work
        
        bridging differences
        
        They give meaning to the core social change tasks; that is, the modes of engagement that produce specific influence strategies for change (Smock 2004; Chetkovich and Kunreuther 2006; Su 2010).
        
        Unleashing human energies
        
        reframing discourse,
      - According to this model, the core tasks are
        
        advocacy
        
        community building
        
        organizing
        
        Service provision
    - - When it is leveraged as a means toward achieving long-term outcomes, power in repose becomes power in use (Gamson 1990).
        
        Power is leveraged to change policies (rules, laws or regulations at the local, state or federal level), structures (more systemic changes in particular systems, altered governance structures or changes in patterns of relations), thinking (new language, surfacing collective imaginaries about what people believe is possible and thus disrupting power structures) and relations (new ways of relating on equal footing).