This chapter is intended to explore what it means to try to push for cultural and structural change from a leadership position. What are the structural and relational forces and barriers that prevent leaders from implementing meaningful and significant measures to bring about cultural or structural change? How can leaders hold themselves accountable, to ensure that their visions of change, and actions intended to bring that change, remain true to the needs of the people for whom they are responsible?
This chapter is intended to acquaint the reader with different kinds of advocacy, particularly grassroots activisms, and with the specific strategies that have achieved some success in bringing about change. What does it mean to be part of a “movement”? What kind of work does it involve to sustain a “movement”, and to make it effective? How can activists and advocates balance the competing demands of community organising, work, and life, against activist burnout or vicarious trauma that can arise from issues such as workplace sexual harms?
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