Leadership Models for
College Students
Paige Haber
Leadership Educators Institute
December 4, 2008
Overview of Presentation
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5 Exemplary Practices of Leadership
Relational Leadership Model
Social Change Model of Leadership
Servant Leadership
Leadership Identity Development
Emotionally Intelligent Leadership
5 Exemplary Practices of
Leadership
 Kouzes and Posner
 The Leadership Challenge (4th Ed.
2008); The Student Leadership
Challenge (2008)
 Leadership Practices Inventory (LPI);
Student Leadership Practices Inventory
(SLPI)
 Research on thousands of leaders in
different contexts
5 Exemplary Practices of
Leadership
When getting extraordinary
things done in organizations,
leaders:
 Model the Way
 Inspire a Shared Vision
 Challenge the Process
 Enable Others to Act
 Encourage the Heart
Relational Leadership Model (RLM)
 Komives, Lucas & McMahon, 1998,
2006
 From Exploring Leadership: For
College Students Who Want to Make a
Difference
 Aspirational model for supporting a
healthy, ethical, and effective group
 Purpose of the model is vision-driven
(not position-driven)
Leadership is a relational
and ethical process of
people together
attempting to accomplish
positive change.
Relational Leadership Model
Knowing, Being, Doing
Purposeful & Inclusive
Purposeful
 Committed to a goal or
activity
 Finding common
purpose with others
 Being aware of the
vision helps make sure
your activities are in
line with what your
ultimate purpose is
 Working toward
positive change
Inclusive
 Understanding,
valuing, and actively
engaging diversity in:
 Views
 Approaches or Styles
 Aspects of
individuality
 Developing the
strengths and talents
of the group members
so they can help work
toward group goals
Empowering & Ethical
Empowering
 2 dimensions:
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
Sense of self that
expects to be involved
and claims ownership
and a place in the
process
Set of environmental
conditions that promote
the full involvement of
participants by reducing
barriers
 Involves sharing power
Ethical
 Leadership driven by
values and standards
 Most people expect
leaders to do the right
thing
 Involves leadership for a
higher purpose than just
self
 Leadership is good and
moral by nature
Process
 How a group goes about being a
group, remaining a group, and
accomplishing a group’s purpose
 Recruitment & involvement of group
members, how a group makes
decision, how it handles tasks, how it
handles conflict
 Process is intentional (not accidental)
 “How” is just as important as the
“what”
Social Change Model of Leadership
(SCM)
 Higher Education Research Institute, 1996
 Ensemble of leadership scholars developed
SCM
 SCM Book Coming out Soon- Wagner &
Komives
 Socially Responsible Leadership Scale
(SRLS) (Tyree, 1998)
 Framework for Multi-Institutional Study of
Leadership (MSL)
Social Change Model of
Leadership- Basic Premise
 Inclusive- of people in positional and
non-positional roles
 Leadership is a process (not a
position)
 Promotes values of: equity, social
justice, self-knowledge, service,
collaboration
The Model
Individual Values
 Consciousness of self:
 being self-aware of the beliefs, values, attitudes
and emotions that motivate you to take action.
 Congruence:
 Acting in ways that are consistent your values
and beliefs.
 Commitment:
 Having significant investment in an idea or
person, both in terms of intensity and duration.
Group Values
 Collaboration:
 Working with others in a common effort, sharing
responsibility, authority, and accountability.
 Common Purpose:
 Having shared aims and values. Involving others
in building a group’s vision and purpose.
 Controversy with Civility:
 Recognizing 2 fundamental realities of any
creative effort: 1) differences in viewpoint are
inevitable, and 2) such differences must be aired
openly but with civility.
Community Value
 Citizenship: Believing in a process
whereby an individual and/or group
become responsibly connected to the
community and to society through
some activity. Recognizing
individuals and groups have
responsibility for the welfare of
others.
Overall Goal of the Model
 Change: Believing in the importance
of making a better world and a better
society for oneself and others.
Believing that individuals, groups,
and communities have the ability to
work together to make that change.
Servant Leadership
 Greenleaf, 1977
 “natural feeling that one wants to
serve, to serve first. Then the
conscious choice brings one to aspire
to lead” (p. 23)
 commitment to serve others or a
cause rather than serving oneself
(put people and organizations before
themselves)
A Servant Leader…
1.
2.
3.
4.
Listens intently and receptively
Exercises empathy
Nurtures healing and wholeness
Unflinchingly and consistently applies ethics and
values
5. Builds cooperation within the team through
persuasion
6. "Dreams big dreams" - Conceptualization
7. Exercises foresight
8. Understands service and stewardship as the first and
foremost priority
9. Nurtures the growth of employees
10. Builds community within the organization
Emotionally Intelligent Leadership (EIL)
 Shankman & Allen, 2008
 From Emotionally Intelligent
Leadership: A Guide for College
Students
 Leadership involves 3 areas of
consciousness:
 Context
 Self
 Others
Emotionally Intelligent Leadership
Consciousness Consciousness Consciousness
of Context
of Self
of Others
Environmental awareness
Emotional self-perception
Empathy
Group savvy
Honest self-understanding
Citizenship
Healthy self-esteem
Inspiration
Emotional self-control
Influence
Authenticity
Coaching
Flexibility
Change agent
Achievement
Conflict management
Optimism
Developing relationships
Initiative
Teamwork
Capitalizing on differences
Leadership Identity Development
(LID)
 Komives et al., 2005
 Process by which one develops a
leadership identity
 Relational view of leadership
 Grounded theory study of college
students who were viewed as strong
student leaders who demonstrate
relational leadership
6 LID Stages
1.
2.
3.
4.
5.
6.
Awareness
Exploration/ Engagement
Leader Identified
Leadership Differentiated
Generativity
Integration/ Synthesis
Dependence
1. Awareness
 “Other people are leaders; Leadership
exists somewhere.”
2. Exploration/ Engagement
 “I want to be involved”
Independence
3. Leader Identified
 “A leader gets things done; I am the
leader and others follow me”
**Transition**
Interdependence
4. Leadership Differentiated
•
“I can be a leader even if I’m not the leader;
We are all doing leadership together.”
5. Generativity
•
“I am responsible to my communities and the
future of them; I am responsible for developing
the leadership of others.”
6. Integration/ Synthesis
•
“I know I am able to work effectively with
others to accomplish changes from anywhere in
the organization”
Leadership Models for
College Students
Paige Haber
Leadership Educators Institute
December 4, 2008