New directions for student leadership最新文献

Leadership learning frequently overemphasizes teaching, while undervaluing how students acquire leadership knowledge, skills, and abilities (Barr & Tagg, 1995; Fink, 2013). This article discusses the value of grounding leadership learning processes in a framework unique to leadership learning (Guthrie & Jenkins, 2018). Specifically, we advocate for the leadership learning framework (LLF) with an emphasis on leadership knowledge in practice. The authors share an overview of a practical approach toward leadership learning and offer a praxis model. Additionally, we offer a critical analysis of several instructional and assessment strategies, including peer facilitations, classroom learning, and rubrics. We share recommendations and implications for practice around leadership knowledge in pedagogical practice. Lastly, the authors provide their own examples of leadership knowledge in practice from their work.

This article looks to explore four emergent themes from this special issue focused on the leadership learning framework: culturally relevant and socially just leadership foundations, intentional and unintentional leadership learning and socialization, the interconnectedness of each aspect of the leadership learning framework and using the theory-to-practice-to-theory approach to enhance model development. The article concludes with future directions, including the critical advancement of the entire leadership learning framework, by positing questions about each aspect of the framework.

Observation is the throughline and synthesizing catalyst of the leadership learning framework (LLF). Observation serves as both a stimulus and clarifier through which all other LLF elements come together. This article explores the literature on both intentional and unintentional observational learning and how learners are socialized. Leadership educators should consider how observation of leadership influences students' perception of leading before arriving in the learning space and how they can intentionally imbed observational learning within curricular and extracurricular experiences with special attention given to access and representation.

This article highlights the importance of leadership engagement throughout the leadership learning process, adding to the leadership learning framework literature. We include a brief overview of leadership engagement as it relates to user-centered design (UCD), commonly utilized in information technology companies. The authors offer how UCD can assist in critically designing leadership engagement opportunities with a learner-centered approach. The authors also describe the intersections of leadership engagement and UCD to (re)imagine leadership experiences and provide recommendations and best practices based on existing and current practices. The article concludes with a detailed overview of how the Florida State University Fraternity and Sorority Life Department promotes leadership engagement through its initiatives and programs while centering the learner.

By incorporating the culturally relevant leadership learning model (CRLL) into the leadership learning framework (LLF), this article provides leadership educators with an inclusive approach to leadership learning. The authors illustrate how educators can integrate the five dimensions of campus climate into leadership knowledge, observation, development, training, engagement, and metacognition. We describe practical ways to address leadership identity, efficacy, and capacity development for all college students, especially those belonging to traditionally underserved identities. Finally, the authors present a new visual for integrating CRLL into the LLF-a kaleidoscope leadership learning model.

This article focuses on the research and scholarship of leadership training. We begin by defining and giving context to the concept of leadership training. Then, we provide a high-level literature review of the history and components of leadership training (e.g., content, pedagogy, and assessment). Next, we connect leadership training with the leadership learning framework (LLF) to address common critiques of leadership training. The article concludes with projections of leadership training in the future and ethical questions for leadership educators to consider when designing leadership training programs.

The term leadership development is often used in the field of education, management, and business, yet in the context of the leadership learning framework (LLF), it takes on a specific meaning as the innermost, human facets of leadership learning. In addition to the current scholarship around leadership development as a key component of leadership learning, this article will explore leadership development's evolution-from its interconnection with leader development, the use of training and education to foster it, to its growth self-awareness within group dynamics. This evolution will be considered in the contexts of both education and organizations. Finally, questions and recommendations for future scholarship in leadership are posed for both researchers and practitioners.

This article discusses the conceptual bridges between the leadership learning framework; specifically, its emphasis on metacognition and social justice advocacy, and explores how leadership education might be revamped. The focus of the article is practicing socially shared metacognition using the American Counseling Association's (ACA) advocacy competencies model. The purpose of the ACA advocacy model is to offer comprehensive advocacy-at individual, group, and community dimensions-with interventions aimed at systematic change. The model stresses creating alliances and working with the community. The article concludes with the practical implications of applying metacognition in leadership education and additional resources. A case example (Kai) is used throughout this article.

This article highlights data collected using the leadership learning framework as learning content for an undergraduate class and a reflective tool for students to self-identify ways leadership learning occurred. In this research study, 32 undergraduate students self-identified what aspects of the leadership framework were the most salient for their personal leadership learning journey. Although all six aspects of the leadership learning framework were named, this article focuses on the three aspects that five or more respondents identified as most influential in their learning. These aspects include leadership metacognition, leadership observation, and leadership development.