Intergroup Dialogue: Engaging Difference for Social Change Leadership Development

2019 ◽  
Vol 2019 (163) ◽  
pp. 29-46 ◽  
Author(s):  
Biren (Ratnesh) A. Nagda
Keyword(s):  
Social Change ◽  
Leadership Development ◽  
Change Leadership ◽  
Intergroup Dialogue

Strategically Preparing the Next Generation for Leading in a World of Social Change

2017 ◽  
pp. 1719-1744 ◽  
Author(s):  
Joanne DeMark ◽  
Christina Van Wingerden
Keyword(s):  
Social Change ◽  
Leadership Development ◽  
Qualitative Data ◽  
Student Leadership ◽  
Data Gathering ◽  
Development Program ◽  
Change Leadership ◽  
Student Leaders ◽  
Self Reflection ◽  
Student Leadership Development

This chapter, in five areas of focus, reports on one university's experience with developing student leaders through co-curricular paraprofessional experiences. First, college students' capacities for social change leadership (Higher Education Research Institute, 1996), as measured by the social responsibility leadership scale (SRLS) through the Multi-Institutional Study of Leadership (MSL) (Dugan, 2006) are reported. Secondly, qualitative data suggesting themes that further inform the favorable MSL results are described, and align with several high impact student leadership development practices cited in other research (Dugan, Kodama, Correia, & Associates, 2013). An innovative approach to obtain follow-up qualitative data is described, whereby the principal investigator combined celebration with data-gathering. Fourth, the authors describe an empowerment model in one department that aims to create environments where student leaders engage in action, critical self-reflection, and skills development. Finally, strategically leading away from a centralized student leadership development program by creating a complementary, consultative model for student leadership development in a university co-curricular division is described.

Social Change Model of Leadership Development: A 4-Year Program

2018 ◽  
Vol 4 (2) ◽  
pp. 138-147
Author(s):  
Deirdre P. Dixon ◽  
Ana Maia Wales ◽  
Julia R. Pennington ◽  
Shannon Calega
Keyword(s):  
Social Change ◽  
Leadership Development ◽  
Leadership Skills ◽  
Change Model ◽  
Leadership Program ◽  
Social Change Model ◽  
The Social ◽  
Leadership Experiences ◽  
20Th Anniversary ◽  
Personal Level

The social change model (SCM) of leadership development defines all students as potential leaders. Service acts as a powerful means for developing leadership skills within our students. After the 20th anniversary celebration by the International Leadership Association of the SCM, the authors wanted to illustrate how practice can inform research as they applied the model to a 4-year leadership program. The President’s Leadership Fellows is a 4-year program where all students have an opportunity to develop into leaders through classroom and cocurricular leadership experiences. Students actively participate in individual and group activities designed to experience social change and leadership theory on a practical, personal level. The students can then identify with the key elements of the SCM framework. This article outlines this leadership program and how it can help inform further research from practice.

Leadership competencies of first-level military leaders

2020 ◽  
Vol 41 (8) ◽  
pp. 953-970
Author(s):  
Artur Meerits ◽  
Kurmet Kivipõld
Keyword(s):  
Leadership Development ◽  
Three Dimensional ◽  
Leadership Competencies ◽  
Change Leadership ◽  
Military Leaders ◽  
Content Type ◽  
Leadership Behaviour ◽  
Study Results ◽  
Task Change

PurposeThe purpose of this paper is to determine the quality of the leadership competencies of first-level military leaders according to three behavioural dimensions: task, change and relational competencies.Design/methodology/approachThe study was conducted in the Estonian Defence Forces (EDF) among first-level commanders (N = 89), whose leadership competencies were assessed by their subordinates (N = 1,655). The Leader Reward and Punishment Questionnaire was used to assess task competencies, the Transformational Leadership Behaviour Inventory was used to assess change competencies and the Extended Authentic Leadership Measure was used to assess relational competencies. Cluster analyses were conducted to identify the level of leadership competencies in the sample and to determine the commanders' leadership profile.FindingsThe study reveals that in terms of leadership competencies, only two competencies from task, two from change and none from the relational dimension are sufficient. In addition, the results highlight that the relational competencies of leadership are connected to each other, while task and change leadership competencies are not.Practical implicationsThe study results make it possible to work out the main principles for a leadership development programme for first-level commanders. In addition, the developed methodology makes it possible to assess the leadership competencies of individual commanders using the three-dimensional framework.Originality/valueThis paper demonstrates how quality of the leadership competencies and profiles of first-level EDF commanders are determined within three behavioural dimensions: task, change and relational competencies.

Sparking a Movement for a Healthy Climate Through Leadership Development

2019 ◽  
Vol 25 (3) ◽  
pp. 216-221 ◽  
Author(s):  
Rachel Kerr ◽  
Julia Frost Nerbonne ◽  
Teddie Potter
Keyword(s):  
Climate Change ◽  
Leadership Development ◽  
Health Professional ◽  
Action Plan ◽  
Qualitative Interviews ◽  
Development Project ◽  
Change Leadership ◽  
Leadership Development Programs ◽  
Mitigate Climate Change ◽  
The Impact

Climate change is increasingly impacting health, and health care is contributing to climate change through carbon emissions. Nurses can help mitigate climate change and its effects through leadership development initiatives to expand the impact of the efforts of a single person by activating others. This article describes one such nurse-led leadership development project. The intervention adapted a workshop series curriculum for faith community audiences to a health professional audience. The program gave participants the ability to assess their assets, understand the psychology of communication of climate change, and design appropriately-scaled actions to help mitigate climate change. The program consisted of three in-person workshop sessions plus bi-weekly individual consultations with participants. The seven participants included physicians, nurses, physician and nurse educators, a public health professional, and a veterinary medicine student. The workshops included content on communicating about climate change, crafting a public narrative/storytelling, and tools and methods for organizing in the climate movement. Participants completed action plans including a broad range of leadership efforts as part of the intervention; all participants completed at least the first step of their action plan during the program period. Qualitative interviews highlighted facets of participants' experiences. Nurses and other health professionals are leading the way in mitigating climate change; leadership development programs such as this are one way of taking effective climate action.

scholarly journals Creative Social Change: Leadership for a Healthy World by Kathryn Goldman Schuyler, E.B. Baugher, and K. Jironet

2019 ◽  
Vol 5 (2) ◽  
pp. 291-292
Author(s):  
Brian Dominguez
Keyword(s):  
Social Change ◽  
Change Leadership ◽  
Social Scientists ◽  
The World ◽  
Thought Leaders

Building Leadership Bridges, offers a path to bettering the world. The editors begin by interviewing distinguished thought leaders, systems thinkers, and social scientists around seven open-ended questions, creating a primer for what leadership can or should be.

Sign in / Sign up

Export Citation Format

Share Document