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This issue is a selected bibliography covering the subject of leadership.

Early paradox research in organization theory contained a remarkable breadth of inspirations from outside disciplines. We wanted to know more about where early scholarship found inspiration to create what has since become paradox theory. To shed light on this, we engaged seminal paradox scholars in conversations: asking about their past experiences drawing from outside disciplines and their views on the future of paradox theory. These conversations surfaced several themes of past and future inspirations: (1) understanding complex phenomena; (2) drawing from related disciplines; (3) combining interdisciplinary insights; and (4) bridging discourses in organization theory. We end the piece with suggestions for future paradox research inspired by these conversations.

Scholars have shown many ways that social movements and democracy are deeply connected. Here, we demonstrate a previously unexplored process by which social movements alter democratic practice. Democratic movements are often experienced as insufficiently democratic by the very activists who participate in them, impelling new practices. We present examples from recent research on democratic movements and then contend that this is a common occurrence. Building on Hirschman's analysis of organizational change, we develop a theoretical account of why activists find movements for democracy disappointing and try to correct this, either by transforming the organizations they are in or creating new ones. Hirschman categorized responses to organizational challenges as Voice and Exit; we define a combination of these we call Semi-Exit as a useful extension. We then show in some detail how both disappointment and creativity have been generated in two major movement arenas: transnational activism that links social justice with environmental concerns and the Occupy Movement.