We have long viewed leadership as a solitary activity, the province of the individual. Now Helen Astin and a working ensemble of student affairs faculty and practitioners have created a new model of leadership for social change—one that celebrates both individuality and collaboration.
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References
1.
This article is based on ideas generated by the collective efforts of Alexander W. Astin, Helen S. Astin, K. C. Boatsman, Marguerite Bonous-Mammarth, Tony Chambers, Leonard Goldberg, Cynthia Johnson, Susan Komives, Emily Langdon, Carole Leland, Nance Lucas, Raechele Pope, Dennis Roberts, Kathy Shellogg, and Lisa Tsui. The Working Ensemble's work is presented in full in the Guidebook Version III, entitled A Social Change Model of Leadership Development. The guidebook can be obtained from the National Clearinghouse for Leadership Programs at the University of Maryland or from the National Society for Experiential Education. The project that resulted in the model described in A Social Change Model of Leadership Development was funded through the U.S. Department of Education Eisenhower Leadership Program, under the directorship of Donald Bigelow.
2.
AstinH. S. and LelandC., Women of Influence, Women of Vision: A Cross-Generational Study of Leaders and Social Change (San Francisco: Jossey-Bass, 1991).
3.
BrysonJ. M. and CrosbyB. C., Leadership for the Common Good: Tackling Public Problems in a Shared-Power World (San Francisco: Jossey-Bass, 1992); P. Block, Stewardship: Choosing Service over Self-Interest (San Francisco: Berrett-Koehler, 1993); and H. G. Hass and B. Tamarkin, The Leader Within (New York: HarperBusiness, 1992).
