New directions for student leadership最新文献

To develop transformative experiences, educators must meaningfully ground leadership development interventions in theories and models that reflect how leadership is conceptualized and operationalized within a community and/or institution. Since no single framework perfectly captures the socially constructed and multifaceted nature of leadership, educators must often pull from and weave together multiple theories and models when creating leadership development programs. This article explores consideration for leadership theory application through contextual and audience alignment, as well as considerations for integration of theory that address underlying theoretical assumptions, framework gaps, and developmental readiness. Reflection prompts are provided for each consideration so educators can envision practical implications from insights surfaced.

This article examines various applications of the leadership identity development (LID) grounded theory and model and explores the process used to apply LID to the construction of collegiate student leadership development experiences. Featured programs include those that use LID as a design element of the program, but do not explicitly teach it; those that explicitly teach the content of the LID theory and model in leadership programs and curricula; and those that use LID at the institutional level to inform university-wide leadership programming. The article concludes with critiques and considerations for leadership educators interested in applying LID in their leadership education and development programs.

Conversations on authentic leadership development all too often are devoid of contextual considerations. Little attention is placed on how authentic leadership is actualized by individuals who hold marginalized and minoritized social identities and/or whose lived experiences diverge from the privileged majority; and therefore, must strategically negotiate facets of self to "do leadership." This article illustrates how facets of one's lived experiences, social identities, and worldviews significantly shape and guide how "authentic" leaders show up and practice leadership authentically. This article highlights how elements like code-switching and impression management challenge preconceived notions of what it means to be "good" and "genuine" as a leader to better understand how a theory like authentic leadership gets operationalized. This deeper analysis of authentic leadership provides a nuanced perspective to inform curricular and co-curricular designs that are mindful of context, power, and privilege as well as the uniqueness of the individual.

Many leadership educators want to incorporate cultural relevance, cultural responsiveness, and social justice into their work but may be uncertain of how to begin. Others may already be working in culturally relevant leadership learning (CRLL) modalities and deeply desire advice on how to elevate their offerings. Here, the authors provide a brief overview of the CRLL model to explain how it can be applied in curricular and co-curricular postsecondary educational settings. Each author then describes how they have found success implementing CRLL tenets in their areas of influence. Following those descriptions, we offer some critiques and considerations related to CRLL and conclude by suggesting resources to help educators apply CRLL to their efforts.

Despite the growth of servant leadership research, current understandings of how to teach servant leadership are limited. Further, current approaches often reinforce heroic notions of servant leadership that do not adequately prepare learners to engage in leadership within their own lives. Against this backdrop, we integrate critical pedagogical approaches within servant leadership education. To do so, we outline several applications that focus on leader development, leadership development, and community leadership development as well as several critical considerations for educators.

What does liberation look like in leadership learning and education? This article offers examples for (re)imagining leadership education in program design, coordination, and assessment by centering the leadership for liberation framework and other liberatory approaches. The authors offer examples of how these frameworks serve as an entry point for college student liberatory leadership learning.

The relational leadership model and the five practices of exemplary leadership are widely used models that both emphasize a relational approach to leadership and center the collegiate context as a transformative environment for practicing and developing leadership. This article highlights two different applications of these models and provides important considerations for designing relational leadership curricula and programs for college students.

The social change model is one of the most used leadership models at colleges and universities around the globe. With this article, we explore the social change model (SCM) as a framework for socially responsible leadership program design. We discuss the SCM, its history, and the evolution of this approach. Furthermore, we highlight critiques of the SCM, which are important considerations in program design. The Aspen Young Leaders Fellowship is featured in this article and serves as an example of a holistic program designed for impact grounded in socially responsible leadership. We conclude with a summary of relevant research as well as resources to learn more about the SCM and socially responsible leadership.

This article focuses on integrating topics of emotional intelligence in curricular and co-curricular collegiate leadership education. The authors spotlight one institution's use of emotionally intelligent leadership as a framework across a variety of leadership programs, courses, and trainings. Critiques, considerations, and resources to inform leadership education efforts that focus on emotional intelligence are included.