1. Leadership Defined<br />By the Higher Education Research Institute (1996)<br />A leader is not necessarily a person who holds some formal position of leadership or who is perceived as a leader by others. Rather, a leader is one who is able to affect positive change for the betterment of others, the community, and society. All people, in other words, are potential leaders. Moreover, the process of leadership cannot be described simply in terms of the behavior of an individual. Rather, leadership involves collaborative relationships that lead to collective action grounded in the shared values of people who work together to affect positive change.<br />Leadership is a Process<br />Adapted from “Leadership Identity Development Stages” (2006)<br />LEADERSHIP AWARENESSa leader is someone out there, not me<br />LEADERSHIP EXPLOREDI am involved, maybe I could be a leader<br />LEADERSHIP Identifiedleaders lead and followers follow<br />LEADERSHIP DIfferentiatedwe do leadership together<br />LEADERSHIP SUSTAINEDas a leader, I am responsible to serve<br />LEADERSHIP INTEGRATEDI have internalized a perspective of leadership<br />Social Change Model of Leadership Development<br />From Susan Komives, et al., Leadership for a Better World (2009)<br />KEY ASSUMPTIONS OF THE MODEL<br />Leadership is concerned with effecting change on behalf of others and society<br />Leadership is collaborative<br />Leadership is a process rather than a position<br />Leadership should be values-based<br />All students (not just those that hold formal leadership positions) are potential leaders<br />Service is a powerful vehicle for developing students’ leadership skills <br />CRITICAL VALUES OF LEADERSHIP AT THREE LEVELS<br />IndividualConsciousness of Self being aware of the beliefs, values, attitudes, and emotions that motivate one to actCongruence thinking, feeling, and behaving with consistency, genuineness, authenticity, and honesty toward othersCommitment psychic energy that motivates the individual to serve and that drives the collective effort; commitment implies passion, intensity, and durationGroupCollaboration to work with others in a common effort; it constitutes the cornerstone value of the group leadership effort because it empowers self and others through trustCommon Purpose to work with shared aims and values; it facilitates the group’s ability to engage in collective analysis of the issues at hand and the task to be undertakenControversy with Civilityrecognizes two fundamental realities of any creative group effort: (1) differences in viewpoints are inevitable, (2) such differences must be aired openly but with civilitySocietalCitizenship the process whereby the individual and the collaborative group become responsibly connected to the community and the society through the leadership development activity<br />Five Practices for Exemplary Leaders<br />By James Kouzes & Barry Posner (2008)<br />MODEL THE WAY<br />FIND YOUR VOICE by clarifying your personal values<br />SET THE EXAMPLE by aligning actions with shared values<br />Sample statements:<br />I set the personal example of what I expect from other people<br />I talk about the values and principles that guide my actions<br />I follow through on the promises and commitments I make<br />inspire a shared vision<br />ENVISION THE FUTURE by imagining exciting and ennobling possibilities<br />ENLIST OTHERS by appealing to shared aspirations<br />Sample statements:<br />I describe to others what our organization should be capable of accomplishing<br />I talk with others about how their interests can be met by working toward a common goal<br />I speak with conviction about the higher purpose and meaning of what we are doing<br />challenge the process<br />SEARCH FOR OPPORTUNITIES by seeking innovative ways to change and improve <br />EXPERIMENT & TAKE RISKS by generating small wins and learning from mistakes<br />Sample statements:<br />I take initiative in experimenting with the way we can do things in our organization<br />I look around for ways to develop and challenge my skills and abilities<br />I question routines and the status quo to improve the organization<br />enable others to act<br />FOSTER COLLABORATION by promoting cooperative goals and building trust<br />STRENGTHEN OTHERS by sharing power and discretion<br />Sample statements:<br />I support the decisions that other people in our organization make on their own<br />I foster cooperative rather than competitive relationships among the people I work with<br />I provide opportunities for others to take on new tasks and responsibilities<br />encourage the heart<br />RECOGNIZE CONTRIBUTIONS by showing appreciation for individual excellence <br />CELEBRATE VALUES & VICTORIES by creating a spirit of community<br />Sample statements:<br />I make it a point to publicly praise people for a job well done<br />I call attention to and reinforce key organization values<br />I give people in our organization support and express appreciation for their contributions<br />