Developing Non-Hierarchical Leadership on Campus

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Developing Non-Hierarchical Leadership on Campus Case Studies and Best Practices in Higher Education

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Charles L. Outcalt, ed., Shannon K. Faris, ed., Kathleen N. McMahon, ed.

ISBN: 0-313-31178-1

ISBN-13: 978-0-313-31178-9

DOI:

280 pages

Greenwood Press

Publication: 10/30/2000

List Price: $98.95 (UK Sterling Price: £68.95)

Availability: Print on demand

Media Type: Hardcover

Trim Size: 6 1/8 x 9 1/4

Subjects:

Series Title: The Greenwood Educators' Reference Collection

Description: Many problems that plague modern American society, including disappearance of community, decaying inner cities, racial tensions, environmental degradation, declining civic engagement, and the increasing ineffectiveness of government, to name a few, are in many respects problems of leadership. Leadership means not only what elected and appointed public officials do, but also the critically important civic work performed by those individual citizens who are actively engaged in making a positive difference in society. Clearly, one of the major problems with contemporary civic life in America is that too few of our citizens are actively engaged in efforts to effect positive social change. Educators seldom acknowledge higher education's possible contribution to these problems or the role that it might play in alleviating them. Colleges and universities provide rich opportunities for developing leaders through the curriculum and co-curriculum. Co-curricular experiences not only support and augment the students' formal classroom and curricular experience, but can also create powerful learning opportunities for leadership development through collaborative group projects that serve the institution or the community. These projects can be implemented through service learning, residential living, community work, and student organizations.

In the first section, Alexander W. Astin and Helen S. Astin, two of the most influential authors in education and co-principal investigators for the research team that devised Social Change Model of Leadership Development, share their insights on the model they helped create. Also in this section, other leading theoreticians offer provocative and challenging insights into non-hierarchical leadership. The second section features case studies and other examples from the practical realm. Contributions come from a wide array of programs and institutions, from community colleges to Ivy League institutions to urban public universities. Because campuses are increasingly diverse, leadership programs must not only acknowledge but embrace the multiplicity of identities personified in their students. Accordingly, the next section offers essays and case studies on complex issues of intersection of leadership and identity. The book concludes with two chapters essential for those seeking to access leadership development: one focusing on the need for assessment, the other containing an account of the first-ever instrument designed specifically to access non-hierarchical leadership, written by the creator of this instrument.

Table of Contents:

Foreword by Alexander W. Astin
Introduction
Thinking about Non-Hierarchical Leadership Development
An Interview with Helen S. Astin by Kathleen N. McMahon
The Emergence of Inclusive, Process-Oriented Leadership by Shannon K. Faris and Charles L. Outcalt
A Multiple-Level Approach for Understanding the Nature of Leadership Studies by Francis J. Yammarino and Fred Dansereau
Developing Social Change Agents: Leadership Development for the 1990s and Beyond by Maguerite Bonous-Hammarth
New Ways of Leading in a Networked World by Cynthia Cherrey and Kathleen Allen
Using Postmodern Feminism to Reconceptualize "Citizenship" and "Community" by Lori E. Varlotta
Putting Theory into Action: Successful Campus Programs
Developing an Interdisciplinary Doctoral Program in Leadership Studies by Mark T. Green, Ph.D., Jacquelyn Alexander, Ph.D. and Ray Boryczka, M.A.
Miami's Leadership Commitment by Dennis C. Roberts
Spheres of Confluence: Non-Hierarchical Leadership in Action by David C. Robertson and Bryan J. Lubic
The Peer-to-Peer Context by Sunshine B. Martin
Common Cause: Different Routes by Cynthia Cherrey, Judi Biggs Garbuio and Rachel Isgar
Learning and Leading: A Class Project Provides Context by Nancy Huber
Service, Spirituality, and Social Change by Diane Bischetti
Designing Experimental Training Sessions for the Social Change Model of Leadership Development by Emily A. Langdon and Nancy B. Mathias
Emerging Leaders: Leadership Development from a Community College Perspective by Heather Anderson, Paul Dale, James Rubin, Cindy Shoenhair, and Shelle Witten
Non-Hierarchical Leadership in Action: Creating Change on our College Campus by Tammera J. Klumpyan and Emily A. Langdon
Overcoming Resistance to Change in Higher Education by May Liscinsky, Christopher S. Chambers, and Christopher R. Foley
The Advent of Leadership Development in the UCLA International Student Orientation Program by Mariana Zavala-Corzo
The Complex Intersections of Leadership and Identity
Intercultural Leadership: A Program Model for Students in Higher Education by Daniel C. Adams and Patricia M. Aqui
Transforming Communities: Students Dialoguing across Racial and Ethnic Boundaries by Wayne R. Millette and Roger Fischer
The Lavender Leader: An Inqueery into Lesbian, Gay, Bisexual, and Transgender Student Leadership by Ronni Sanlo
How We Define and Measure Success: Assessing Leadership Development
Developing Citizenship through Assessment: A Participatory Model for Guiding Learning and Leadership by Christine M. Cress
Assessing Non-Hierarchical Leadership by Tracy M. Tyree

About the Author: CHARLES L. OUTCALT is a Ph.D. candidate and former Assistant Dean of Students at UCLA./e

SHANNON K. FARIS is a project manager at Public Works, Inc./e

KATHLEEN N. McMAHON is Assistant Dean of Students, UCLA./e

LCC Class: 378


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