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This article presents research on faith-based community organizing in the US to examine how congregation members engage in structural change efforts related to marginalized populations. Examining the case of one organizing model, justice ministry, congregations focus on power defined through relationships, cultivated in informal spaces, and communicated through personal narrative (traditionally private, feminine spheres), and change is enacted by creating tension in public (traditionally masculine) spaces with decision-makers. A growing body of literature presents nuanced gender analyses of policy advocacy, social movements, and community change efforts both in terms of strategic models of action and revisiting our understanding of historical movements. We ask questions about how the expectations and work are constrained or facilitated by cultural expectations of gender roles and power dynamics. Examining the organizing model of justice ministry through a gender lens helps to understand how an emphasis on relational power (traditionally gendered as feminine) facilitates and strengthens the use of a range of tools, including publicly challenging authority (more frequently gendered as masculine). While the private/public, feminine/masculine dichotomy has severe limitations and risks oversimplification, the utility remains in helping name and challenge real power differentials based on gender.

This article provides a fresh perspective on political leadership by demonstrating that government ministers take a deliberative approach to decision making. Getting behind the closed doors of government through 51 elite interviews in the UK, US, Australia, Canada and New Zealand, the article demonstrates that modern political leadership is much more collaborative than we usually see from media and public critique. Politicians are commonly perceived to be powerhungry autocratic, elite figures who once they have won power seek to implement their vision. But as previous research has noted, not only is formal power circumscribed by the media, public opinion, and unpredictability of government, more collaborative approaches to leadership are needed given the rise of wicked problems and citizens increasingly demand more say in government decisions and policy making. This article shows that politicians are responding to their challenging environment by accepting they do not know everything and cannot do everything by themselves, and moving towards a leadership style that incorporates public input. It puts forward a new model of Deliberative Political Leadership, where politicians consider input from inside and outside government from a diverse range of sources, evaluate the relative quality of such input, and integrate it into their deliberations on the best way forward before making their final decision. This rare insight into politician’s perspectives provides a refreshing view of governmental leadership in practice and new model for future research. (author's abstract)