“In protest leadership in rural China” , Lianjiang and O’Brien reveal the inner workings of most protest movements that take place in China. The chapter focuses first on what protest leaders do. This can be summarized under the lens of the collective action problem. The CAP states that people are unlikely to take part in a social movement out of the rational fear that they will be the only one who participates. The role of protest leaders is to overcome the collective action problem by shaping individual grievances into collective claims, recruiting and organizing supporters and orchestrating plans. They then make interesting statements on how protest leaders tend to avoid saying they have any leadership role whatsoever. Politically charged terms such as “leader” or “organization” can lead to singled out repression on the leader and effectively end the protest movement. Thus many protest leaders choose to try and portray themselves as simply one of the the large group people involved in the movement.