ABSTRACT
The following chapter addresses opportunities and barriers to becoming a transformational leader. The author discusses potential moves and spaces that open themselves up to this possibility of transformation and disruption, for example entering a new occupation or receiving a promotion. The author then discusses disruptors and inhibitors that act to prevent the said transformation, specifically white organizational cultures that run counter to the environment necessary for trauma-informed leadership to flourish. The author then concludes with personal challenges that may impede transformation such as precarity, the difficulty in holding nuance, the well-intentioned ideology of social work, among others. This chapter sets the stage for our final discussion surrounding the use and operationalization of this practice. At this point much of the personal work and re-definition has been laid out and this chapter's goal is to help the reader apply these to their personal and professional life and situations.
