ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book significantly contributes to theoretical discussions of the power of Civil Society Organisations' (CSOs) leaders who have challenged the complexities imposed by Covid-19 and the serious shifts made to CSOs' scope of work owing to health conditions and circumstances. It presents a new approach to arguments and discussions about the concepts and practices of CSOs' leadership in the field of development and engagement by analysing various cases from different cultures and locations. The book provides a firm theoretical framework of CSOs' leadership and development issues that are relevant not only for an academic audience but also for international agencies, policymakers, and practitioners active in Brazil, India, Yemen, Syria, Iran, Turkey, and Palestine. By assessing contexts and engaging policymakers with rigorous empirical research in a systematic way, CSOs' leaders' engagement can work to overcome both the internal and external challenges they face.
