While liberal-representative democracies tend to conform to a consensus-based post-political paradigm where there is no space for alternatives and dissensus; new forms of democracy in practice are emerging from below. This book explores new socially innovative initiatives that have appeared following the 2011 global uprisings. Initiatives that flourish not only as alternative responses to current social needs but also as new forms of democracy, a democracy that comes from below, by and for the 'have-nots'. Combining theories of social innovation and collective leadership, this book analyses how disadvantaged communities have addressed the effects of economic recession in two global cities: Barcelona and New York. It draws upon several socially innovative initiatives in four neighbourhoods, and offers new knowledge, ideas and tools, both to better understand how social needs could be effectively and democratically satisfied, and to foster social change initiatives at the community level. Civic capacity and democratic leadership practices emerge as crucial factors to make social change happen. The book advances both theoretical and empirical understandings of social change and will appeal to scholars in urban studies, geography, leadership studies, political science and sociology. It will also be of interest to practitioners, policy makers and leaders in social organizations, as it provides ideas and tools to help foster social change.

This SAGE Handbook presents contemporary, cutting-edge approaches to participatory research and inquiry. It has been designed for the community of researchers, professionals and activists engaged in interventions and action for social transformation, and for readers interested in understanding the state of the art in this domain. The Handbook offers an overview of different influences on participatory research, explores in detail how to address critical issues and design effective participatory research processes, and provides detailed accounts of how to use a wide range of participatory research methods. Chapters cover pioneering new participatory research techniques including methods that can be operationalised at scale, approaches to engaging the poorest and most marginalised, and ways of harnessing technologies to increase the scope of participation, amongst others. Drawing upon a wide range of disciplines, and bringing together contributing authors from across the globe, this Handbook will be of interest to an international readership from across the broad spectrum of social sciences, including social policy, development studies, geography, sociology, criminology, political science, health and social care, education, psychology, business & management. It will also be an insightful and practical resource for facilitators, community workers, and activists for social change. Part 1: Introduction Part 2: Key Influences and Foundations of Participatory Research Part 3: Critical Issues in the Practice of Participatory Research Part 4: Methods and Tools Part 4.1: Dialogic and Deliberative Processes Part 4.2: Digital Technologies in Participatory Research Part 4.3: Participatory Forms of Action Orientated Research Part 4.4: Visual and Performative Methods Part 4.5: Participatory Monitoring, Evaluation and Learning Part 4.6: Mixing and Mashing Participatory and Formal Research Part 5: Final Reflections

Leaders and followers live in a relational world-a world in which leadership occurs in complex webs of relationships and dynamically changing contexts. Despite this, our theories of leadership are grounded in assumptions of individuality and linear causality. If we are to advance understandings of leadership that have more relevance to the world of practice, we need to embed issues of relationality into leadership studies. This volume addresses this issue by bringing together, for the first time, a set of prominent scholars from different paradigmatic and disciplinary perspectives to engage in dialogue regarding how to meet the challenges of relationality in leadership research and practice. Included are cutting edge thinking, heated debate, and passionate perspectives on the issues at hand. The chapters reveal the varied and nuanced treatments of relationality that come from authors' alternative paradigmatic (entity, constructionist, critical) views. Dialogue scholars-reacting to the chapters-engage in spirited debate regarding the commensurability (or incommensurability) of the paradigmatic approaches. The editors bring the dialogue together with introductory and concluding chapters that offer a framework for comparing and situating the competing assumptions and perspectives spanning the relational leadership landscape. Using paradigm interplay they unpack assumptions, and lay out a roadmap for relational leadership research. A key takeaway is that advancing relational leadership research requires multiple paradigmatic perspectives, and scholars who are conversant in the assumptions brought by these perspectives. The book is aimed at those who feel that much of current leadership thinking is missing the boat in today's complex, relational world. It provides an essential resource for all leadership scholars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

Leaders and followers live in a relational world-a world in which leadership occurs in complex webs of relationships and dynamically changing contexts. Despite this, our theories of leadership are grounded in assumptions of individuality and linear causality. If we are to advance understandings of leadership that have more relevance to the world of practice, we need to embed issues of relationality into leadership studies. This volume addresses this issue by bringing together, for the first time, a set of prominent scholars from different paradigmatic and disciplinary perspectives to engage in dialogue regarding how to meet the challenges of relationality in leadership research and practice. Included are cutting edge thinking, heated debate, and passionate perspectives on the issues at hand. The chapters reveal the varied and nuanced treatments of relationality that come from authors' alternative paradigmatic (entity, constructionist, critical) views. Dialogue scholars-reacting to the chapters-engage in spirited debate regarding the commensurability (or incommensurability) of the paradigmatic approaches. The editors bring the dialogue together with introductory and concluding chapters that offer a framework for comparing and situating the competing assumptions and perspectives spanning the relational leadership landscape. Using paradigm interplay they unpack assumptions, and lay out a roadmap for relational leadership research. A key takeaway is that advancing relational leadership research requires multiple paradigmatic perspectives, and scholars who are conversant in the assumptions brought by these perspectives. The book is aimed at those who feel that much of current leadership thinking is missing the boat in today's complex, relational world. It provides an essential resource for all leadership scholars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.