Different spokes, same folks: leadership roles in partnerships for systems change

This paper draws on a place-based systems change project where the authors are participating with other community stakeholders. Extant literature gives emphasis to three roles suggested to be evident in leadership in systems change. We pursue an ethnographic appreciation of how complex political contexts and the diffuse ways that these three roles become manifest and only occasionally brought to useful impact. We conclude with some implications for exploring these three roles to understand the dynamics of leadership for systems change