**5. Conclusion**

The chapter provided a distinction between leadership and leading in varied social contexts. Leading is considered a dynamic contradictory and enigmatical construct constructed through; the notion of influence and rational persuasion, the attributes of decisiveness and action, ability to collaborate, growing appreciation and appeal of the general behaviour due to charisma and transformative abilities. The chapter further submits that leading and leadership development within socially demanding contexts require socialising practice to promote collaboration. Further, it is important to plan for leaders' development provisioning so that it is adaptive and context centered. Such leadership provisioning is important to influence development and improve practices. Development of leadership provisioning needs to further equip leaders with skills and abilities to lead within socially distinct context, particularly in schools. Finally, the chapter proposes considerations for constructing a social process for leaders to assume authority and have a voice to lead decisively inspired by shared values. Future studies could probe possible issues getting between the leaders and their success.

*Deconstructing Leadership: Engaging Leading through a Socially Constructed Process DOI: http://dx.doi.org/10.5772/intechopen.90630*
