Book contents
- Frontmatter
- Contents
- List of figures
- List of photos
- Preface
- Acknowledgments
- Section I Social entrepreneurship
- Section 2 The dynamics of social change
- Section 3 Social capital built by social entrepreneurs
- Section 4 A new kind of leadership
- 10 Social Entrepreneurship: A Dynamical Account
- 11 A New Kind of Leadership
- 12 Addressing Insurmountable Problems and Conflicts
- Epilogue The Past and the Future
- Conclusion
- Appendix 1 Becoming a Social Entrepreneur
- Appendix 2 The Process of Assessing Candidates for a Fellowship
- Appendix 3 Excerpts from Interviews
- References
- Index
10 - Social Entrepreneurship: A Dynamical Account
from Section 4 - A new kind of leadership
Published online by Cambridge University Press: 05 June 2012
- Frontmatter
- Contents
- List of figures
- List of photos
- Preface
- Acknowledgments
- Section I Social entrepreneurship
- Section 2 The dynamics of social change
- Section 3 Social capital built by social entrepreneurs
- Section 4 A new kind of leadership
- 10 Social Entrepreneurship: A Dynamical Account
- 11 A New Kind of Leadership
- 12 Addressing Insurmountable Problems and Conflicts
- Epilogue The Past and the Future
- Conclusion
- Appendix 1 Becoming a Social Entrepreneur
- Appendix 2 The Process of Assessing Candidates for a Fellowship
- Appendix 3 Excerpts from Interviews
- References
- Index
Summary
The consensus among those who have had the opportunity to talk to social entrepreneurs is that it is usually a unique and powerful experience in which these individuals exude passion, commitment, and energy. Most likely these special attributes are responsible for helping to rouse people initially from a state of lethargy, passivity, or protracted dejection. Having accomplished that first step, what happens next? How do social entrepreneurs trigger the long-lasting, irreversible process of social change?
In this chapter, we want to delineate our understanding of the phenomenon of social entrepreneurship from the point of view of change theories (Chapter 4), dynamical systems theories (Chapters 5–6), and social capital and social network building (Chapters 7–8).
- Type
- Chapter
- Information
- Social EntrepreneurshipTheory and Practice, pp. 123 - 139Publisher: Cambridge University PressPrint publication year: 2011