Abstract
The paper highlights two success stories related to Leadership of Social change within the context of the Handloom Sector in India. Although the Handloom sector’s contribution to employment is second only to Agriculture in India, and is estimated to be about 45%, the domination of the power loom industry and the setting up of textile looms has led to a steady decline of the weaving clusters and that of the livelihoods associated with it. The revival of two weaving clusters in India is discussed, with lessons for how the Social sector can be made more sustainable in an emerging market context, through a. bottom–up reorientation and b. transitioning to a sustainable business model, driven by financing, marketing, and distribution, without multiple layers between the weaver and end user. The case highlights key features of entrepreneurial leadership and social change through bottom–up reorientation.
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