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Integral peace leadership is an emergent framework that creates space for just change by challenging violence and aggression while building positive systems and structures. This article utilizes a deductive qualitative analysis strategy to critically examine the proposed concepts of integral peace leadership to determine their saliency for peacebuilding practice. Utilized to study these concepts are 10 Women PeaceMakers’ narratives. Results indicate that 25 of the 35 concepts studied across four quadrants were relevant in the women’s peace leadership work, with an additional six concepts revealed. The analysis demonstrates that the concepts of integral peace leadership are present in the work of the Women PeaceMakers, with evidence of each woman engaging in work in all of integral peace leadership’s four quadrants. The study findings offer lessons for those wishing to engage in integral peace leadership teaching and practice and point to the need for additional practice-based research to further define and refine integral peace leadership.


This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Peace and Conflict: Journal of Peace Psychology in 2022 following peer review. The definitive publisher-authenticated version is available online at

This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.

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American Psychological Association



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