leadership for social change

Please refer to (( lawyers as leaders )) by Deborah L. Rhode choosing chapter 9 (( leadership for social change )) and make a presentation of 12 slides starting with introduction and ending with conclusion and write a summary paper of 4 pages please use English language as simple as you can do not use outside sources Please refer to ((lawyers as leaders)) by Deborah L. Rhode Choosing chapter 9 ((leadership for social change)) Please follow the instructions CAREFULLY The Group Presentation Chapter Summary project must be submitted according to the following guidelines: 1. Exercise critical thinking and judgment 2. Present information in an organized and logical sequence Presentation: Make a presentation of 12 slides starting with introduction and ending with conclusion Please use English language as simple as you can Do not use outside sources Please be aware that this presentation will be presented by two students!! So if there is an argument or any issue or any opinion in the book please make for it two different opinions!! For example, if there is an opinion in the chapter: write two different opinions and assign why you are choosing this opinion providing this with the weakness and strength of this opinion! So, in each issue or opinion in the chapter each student will explain different point of view!! The presentation is your own work be creative, and capture other group attention and have fun. Summary Document: Write a summary paper of 4 pages Instructions: • A good executive summary analyses and summarizes the most important points in the chapter and make recommendations based on the analysis. • The chapter executive summary length should be no less than 10% of the chapter size. For example, a chapter of forty pages would require a 4 pages executive summary. • You should write in two or three sentences the chapter’s main topic and ideas. For example “what’s this chapter about?” You have to explain it in two or three sentences. • The reader of the executive summary needs to know all of the important information of the chapter and understand it without reading the whole chapter. • Summarize the major sections of the chapter. • Use heading and subheading wherever needed to organize information and make it easier for the reader to understand the most important or crucial parts of the chapter. • All the chapters contain conclusions and others come with recommendation as well. For the chapters that don’t have recommendation you would need to analyse and recommend an action. For the chapters contain recommendation you would need to assess the recommendation. For example, why or (why not) the recommendation is a good idea. Questions to Ask Yourself as You Write your chapter executive summary: What is your chapter about? Why and what is it important? What is included in the chapter? What is included in each heading? Leadership for Social Change Student’s Name Institution Leadership for Social Change Leaders are by definition supposed to be at the forefront of social change. Thus, lawyers, who are heads of social movement and non-governmental organizations as well as government officials, should be influential in facilitating social change within the community. However, there is little analysis that focuses on the role of lawyers in promoting the change. The ninth chapter in Debra’s, ‘Lawyers as Leaders’ focuses its attention in analyzing the ways in which lawyers can become more involved to promote a more effective transformative social change. The chapter begins by analyzing the conditions that may create an impetus for social changes and the role of lawyers in creating or facilitating these conditions. The chapter goes on to explore two major cultural changes: campaigns against racial and sexual discrimination analysis, both of which occurred in the last half century (Rhode, 2013). Impetus for Social Change Social changes begin as a result of a complex interplay between social, political, and economic forces, which are in many cases influenced by the leaders. However, these factors can also impact leaders as it was the case for Martin Luther King, who is believed to have been made by the movement since it would still have occurred even if he was not born. Thus, leaders are supposed to capitalize on conditions that are conducive to change. Among the social changes triggered by interrelationships between social, political, and economic is the contemporary American movement against discriminations based on gender as well as sexual affiliations (Rhode, 2013). Besides the interplay of these forces, social changes are triggered by pivotal events such as violence, crises or disasters that capture widespread attention. For instance, the increased media coverage of the brutal force used by police to quell peaceful civil rights in the 1960s triggered social changes. Disasters that have led to these changes include the accidents in the Tree Mile Island, Chernobyl nuclear disaster, and Coastal oils spills (Rhode, 2013). Social changes may also be triggered by widespread recognition of injustices and general agreement about causes and the most probable effective response. These perceptions of grievances arise from objective circumstances, especially when the reality falls short of societal expectations, rather from a sense of actual deprivation. Among social changes that were triggered by a widespread recognition of injustices are the gender gap wages publicized by women. This impetus requires people to see their interests and status to be connected to the status of the majority to create a sense of common purpose (Rhode, 2013). Quality of Leaders Leadership skills are affected by several factors that can be classified into symbolic, local cultural, and universal cultural capital. Universal cultural capital involves general knowledge, analytic abilities, educational background, ties to the government, and communication skills. Symbolic capital involves legitimacy attributed to belonging to specific affiliations or positions while local cultural capital involves individuals’ knowledge to their subordinates and shared histories with the people they are supposed to lead. However, there is no single individual that may be strong in all these dimensions (Rhode, 2013). Additionally, leaders must have skills that relate to personal visions and values. They must display the ability to communicate the inspiring mission and to exemplify personal integrity to build widespread commitment to attracting employees, volunteers, and donors. Of most importance, the leaders should be able to appeal to people’s intellect and interests and build a sense of urgency through messages and actions that appeal to the core values of the issues that affect the people. Leaders should exhibit abilities to harness peer pressures to create social norms and responsibilities, advocate specific, achievable behavioral changes to promote transformation. However, it is noted that while lawyers agree on promoting change, they sharply divide on the applied means for attaining desired social change (Rhode, 2013). Civil Rights in Social Context Challenging Segregation This section illustrates the challenges faced by lawyers as they attempt to promote social changes by exploring representative examples using the case of ACLU. They orchestrated litigation to challenge marriage laws in the state of Hawaii and the case of NAACP while they orchestrated litigations to racial discrimination in the 1930s, and (Rhode, 2013). In a bid to fight racial discrimination in the 1930s, the NAACP Legal Defense Fund started a plan to end the state-funded segregation, but the litigation moved from being treated as isolated lawsuits to the handling of each case in the context of judicial jurisprudential development. The complexity of the case required lawyers to develop the case in light of multiple factors, but at the end of the case, there were concerns about the effectiveness of the lead lawyers as advocates of the case, and the readiness of the court to rule for the plaintiffs (Rhode, 2013). The leaders behind the Brown strategy were deemed unprepared for the resistance that was provoked by the litigation. Thus, the backlash formed its reaction. The case was also faced by numerous technical challenges, among them, ceding authority and unwillingness of the Sothern law enforcement officials to rule side with civil rights activists. The effectiveness of the administration leaders to the institutional challenges was also debatable, and it was argued that the justice department as biased. However, in the long run, the lawyers were able to promote the requisite social change within the society (Rhode, 2013). In the 1990s, some gay men Hawaiians asked the local ACLU affiliate to file a lawsuit to challenge the marriage laws within the state. The ACLU, with the advice from National Lesbian and Gay Rights Project of New York, sent a letter to Hawaii community leaders to seek support since the firm did not want to act in a manner that was inconsistent with majority’s opinion. The letter was met with sharp protest and support in equal measures, and two decades following the first litigation witnessed substantial legal battles to recognize same-sex marriages. Despite the increased challenges, the lawyers were able to champion the rights and recognition of lesbians and gays by the state (Rhode, 2013). In conclusion, lawyers, as the heads of social movements and non-governmental organizations as well as government officials are leaders and as such should take part in promoting social change. As leaders, lawyers should facilitate the impetus to social change. Among these are the interplay of social, political and economic forces, disasters, and accidents that capture widespread attention as well as recognition of injustices and a general agreement about causes and the most probable effective response. As leaders, lawyers should have appropriate skills to promote their role starting social changes. These skills can be categorized into symbolic capital, local cultural capital and universal cultural capital though there is no single leader who can be strong in all these dimensions. Reference Rhode, D. L. (2013). Lawyers as leaders. Oxford: Oxford University Press.