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Bourdieu clearly articulates how cultural capital works at the macro-level and how it leads to the reproduction and legitimation of inequality. He is less clear about other levels of analysis. We address this gap by drawing on social psychological theories and by suggesting that cultural capital is best treated as a multi-level concept – with “cultural capital” produced at the macro-level, “subcultural capital” produced at the meso-level, and “multicultural capital” produced at the micro-level. We illustrate with an exploratory analysis of an advertising agency in Eastern Europe, thereby highlighting legitimacy processes occurring among its departments and personnel.

This chapter explores the potential of appreciative inquiry for doing empirical work on leadership. We use a framework that matches a constructionist theoretical lens, an appreciative and participative stance, a focus on the work of leadership (as opposed to leaders), and multiple methods of inquiry (narrative, ethnographic and cooperative). We elaborate on our experiences with narrative inquiry, while highlighting the value of doing narrative inquiry in an appreciative manner. Finally, we suggest that this particular framework is helping us see how social change leadership work reframes the value that the larger society attributes to members of vulnerable communities.