Abstract
The literature on community development rarely addresses the issue of emergent leadership. Yet to answer the question of how the community is mobilised for development the issue of leadership must be addressed. Some individual or group must mobilise the community for the purpose. As Barker, Johnson and Lavette (2001) argue, leadership is an essential element of change. In this paper we explore the issue of emergent leadership in 5 community case studies, using the theoretical lense of complexity theory.
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