This chapter revisits the Mississippi Freedom Summer Project of 1964 through the eyes of the women singer-songwriters who went to the Black Belt. It highlights the gains and losses, the music, the alternative education programs, the Mississippi Freedom Democratic Party and the voter registration drive. Erenrich examines leadership without followership as it relates to the Freedom Summer Project and encourages readers to reflect upon the benefits and drawbacks of popular education methodological practice. Fifty years later, this chapter celebrates, ruminates on and engages in discourse about one of the most momentous initiatives ever launched in the United States and the part played by women troubadours during that hot Mississippi Summer of 1964.
Educators face the difficult task of creating secure educational spaces in which to discuss traumatic events. This chapter seeks to outline how educators can use video games, comics and cosplay to teach about the horrors, politics and economics of historical warfare and misogyny, while staying true to educational principles and acknowledging the very real cost these events may have had on our students. Using these popular culture icons in conjunction with historical primary sources provide opportunities for students to safely visualize themselves in dangerous situations, to distance themselves from the trauma while sympathetically experiencing it. When students see themselves reflected in their studies, it expands their perceptions and opens their minds to plights of others.
Valerie Stead and Eleanor Hamilton
Alan L. Carsrud, Maija Renko-Dolan and Malin Brännback
This chapter explores the concept of entrepreneurial leadership and how it differs from other forms of leadership, and why entrepreneurial leadership (EL) is critical to our understanding of new firm creation and growth. The chapter also discusses how EL impacts a firm’s culture and sustainability through the leadership succession process. This chapter builds on a more extensive review of the literature associated with the measurement of entrepreneurial leadership.
Nicholas O. Warner
This chapter comparatively analyzes the films Twelve O’Clock High and Glory, which rank among cinema’s most interesting and compelling treatments of leadership. Both films had a significant impact on public awareness of certain facets of combat experience and military history. Warner blends leadership theory with analysis of cinematic factors, such as dialogue, storyline, characterization, cinematography, mise en scène and sound, to demonstrate the ways that such elements combine to create powerful, thought-provoking and nuanced portrayals of leadership (and of leader-follower relations) in the context of war.
Mark A. Menaldo
This chapter focuses on the moral and psychological consequences of destructive leadership through a literary examination of Peruvian Nobel laureate Mario Vargas Llosa’s epic political thriller, The Feast of the Goat (2000). Vargas Llosa uses realism to bring to life the complex psychological portrait of the Caribbean despot Rafael Leonidas Trujillo. Trujillo, who fits the stereotypical Latin American leader, embraces machismo as the source of his political power, and, as a result, his character shows no consideration for ethical and political principles. Trujillo’s will to power enervates the wills of his followers and denies the entire country its freedom, resulting in the destruction of the community’s moral imagination.
This inspirational small business story is based on an ‘abstract’ form of entrepreneurial leadership demonstrated by James Watt and Martin Dickie, two young Scottish entrepreneurs who formed the hugely successful brewery BrewDog in 2007. Their rise has been rapid in the global recession. Their avowed ‘Punk business ethos’ flouts business convention but they are not entrepreneurial leaders in the accepted iconic, idolatry sense we expect from those so titled. This chapter examines entrepreneurship in a small or medium-sized enterprise context through investigating abstract phenomenon associated with this confusing concept. The author looks at the company and iconic brand as an abstract, protean form of entrepreneurial leadership. The theoretical basis used is that of Johnston and Scholes’s cultural web, to present stories and images associated with their particular ethos of leadership.