Leadership for a Better World
Understanding the Social Change Model of Leadership Development
Susan R. Komives, Wendy Wagner, Susan R. Komives, Wendy Wagner
- English
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Leadership for a Better World
Understanding the Social Change Model of Leadership Development
Susan R. Komives, Wendy Wagner, Susan R. Komives, Wendy Wagner
Über dieses Buch
The essential guide to the theory and application of the Social Change Model
Leadership for a Better World provides an approachable introduction to the Social Change Model of Leadership Development (SCM), giving students a real-world context through which to explore the seven C's of leadership for social change as well as a approaches to socially responsible leadership. From individual, group, and community values through the mechanisms of societal change itself, this book provides fundamental coverage of this increasingly vital topic. Action items, reflection, and discussion questions throughout encourage students to think about how these concepts apply in their own lives. The Facilitator's Guide includes a wealth of activities, assignments, discussions, and supplementary resources to enrich the learning experience whether in class or in the co-curriculum. This new second edition includes student self-assessment rubrics for each element of the model and new discussion on the critical roles of leadership self-efficacy, social perspective, and social justice perspectives. Content is enriched with research on how this approach to leadership is developed, and two new chapters situate the model in a broader understanding of leadership and in applications of the model.
The Social Change Model is the most widely-used leadership model for college students, and has shaped college leadership curricula at schools throughout the U.S. and other countries including a translation in Chinese and Japanese. This book provides a comprehensive exploration of the model, with a practical, relevant approach to real-world issues.
- Explore the many facets of social change and leadership
- Navigate group dynamics surrounding controversy, collaboration, and purpose
- Discover the meaning of citizenship and your commitment to the greater good
- Become an agent of change through one of the many routes to a common goal
The SCM is backed by 15 years of research, and continues to be informed by ongoing investigation into the interventions and environments that create positive leadership development outcomes. Leadership for a Better World provides a thorough, well-rounded tour of the Social Change Model, with guidance on application to real-world issues. Please note that The Social Change Model: Facilitating Leadership Development (978-1-119-24243-7) is intended to be used as a Facilitator's Guide to Leadership for a Better World, 2nd Edition in seminars, workshops, and college classrooms. You'll find that, while each book can be used on its own, the content in both is also designed for use together. A link to the home page of The Social Change Model can be found below under Related Titles.
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Part 1
Understanding the Social Change Model of Leadership Development
We must not, in trying to think about how we can make a big difference, ignore the small daily differences we can make which, over time, add up to the big differences that we often cannot foresee.—Marian Wright Edelman
We believe that leadership is a process that is ultimately concerned with fostering change. In contrast to the notion of “management,” which suggests preservation or maintenance, “leadership” implies a process where there is movement—from wherever we are now to some future place or condition that is different. Leadership also implies intentionality, in the sense that the implied change is not random—“change for change's sake”—but is rather directed toward some future end or condition which is desired and valued. Accordingly, leadership is a purposive process which is inherently value-based. (emphasis added; p. 8)
References
- Astin, A. W., & Astin, H. S. (2000). Leadership reconsidered: Engaging higher education in social change. Battle Creek, MI: W. K. Kellogg Foundation.
- Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.
- Komives, S. R. (2005). It's all about relationships. In A. B. Harvey-Smith (Ed.), The seventh learning college principle: A framework for transformational change in learning organizations (pp. 157–164). Washington, DC: National Association of Student Personnel Administrators.
- Toffler, A. (1970). Future shock. New York, NY: Bantam.
1
Transitions and Transformations in Leadership
The adaptive demands of our societies require leadership that takes responsibility without waiting for revelation or request. One may lead perhaps with not more than a question in hand.—Ronald Heifetz
a leader is not necessarily a person who holds some formal position of leadership or who is perceived as a leader by others. Rather, we regard a leader as one who is able to effect 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 effect positive change. (HERI, 1996, p. 16) (bold in original)