领导的社会变革理论着眼于个人在面对文明和公民身份时作为变革推动者的行为方式。这是另一种转换模式个体在三个不同的领域中活动;个人、团体和社会/社区。在个体领域，行动者关注自我意识、一致性和承诺。选择性的休息，以及其他的转换体验，会让行动者通过沉浸在“他者”中来面对不一致和自我的概念。“另类休息体验还有助于个人在团队动态、协作价值观、共同目标和文明争议的背景下审视自己。”前两个特点很容易在交替休息的经验中表现出来。文明的争论可以证明是一个富有成效的研究领域，因为当个人一方面面对自己的个人实践时，他们也必须在另一方面持有争议。这种争论的纷争创造了一种原始的汤，一种新的自我身份可以从中产生。替代休假计划的领导者或促进者必须善于促进公民对话、对抗和冲突解决，不仅是在团体动态方面，而且在经历变革的个人方面。文明的争论“以信任、尊重和协作的安全和支持性环境为特征”。社会变革领导模式的第三个舞台着眼于公民的社会价值。看看另类休假模式，很明显，通过直接服务的公民身份是精心计划的体验的目标。当个人和群体与社区和“他人”互动时，其影响可能是转型的，也可能是个人第一次面对自己的特权和权力。替代课间计划的本质是由一群善意的学生在不同于他们自己(通常)的社区环境中探索社会问题。有待发现的是，如何建立替代休息的案例，作为高影响的实践，沉浸式体验往往是一到两周的持续时间。
澳洲社会学作业代写 社会变革理论
Social change theory of leadership looks at the way individuals act as change agents while confronting civility and citizenship. This is another transformational model in that the individual acts in three distinct spheres; individual, group, and society/community. In the individual sphere, the actor is concerned with consciousness of self, congruence, and commitment. Alternative Breaks, and other transformational experiences, have the actor confront incongruencies and ideations of self through immersion in “otherness.” The alternative break experience also helps the individual to look at themselves in context of group dynamics and the values of collaboration, common purpose, and controversy with civility.The first two characteristics are readily apparent in the alternative break experience. It is the controversy with civility that could prove to be a fruitful area of study in that as the individual is confronting their own personal praxis on one hand, they must also hold controversy in the other. This embroilment of controversy creates a primordial soup from which a new self-identity can emerge. Leaders or facilitators of alternative break programs must be adept at facilitating civil dialogue, confrontation, and conflict resolution, not only in terms of group dynamics, but also for individuals experiencing change. Controversy with Civility is “characterized by a safe and supportive environment of trust, respect, and collaboration” The third arena in the social change model of leadership looks at the social value of citizenship. Looking at the Break Away model of alternative breaks, it is apparent that citizenship through direct service is the goal of well-planned experiences. The impacts on individuals and groups when interacting with communities and “others” can be transformational as well as individuals confronting, perhaps for the first time, their privilege and power. Intrinsic to alternative break programs are groups of well-intentioned students exploring social issues in community settings different than their own (typically). What remains to be discovered is how to build the case for alternative breaks as a high impact practice where the immersive experience is often times one to two weeks in duration.