LEADER 06700nam 22007094a 450 001 9910973999203321 005 20200520144314.0 010 $a9780313005169 010 $a0313005168 010 $a9780585391427 010 $a0585391424 035 $a(CKB)111056485489500 035 $a(EBL)3000261 035 $a(OCoLC)49569795 035 $a(SSID)ssj0000137786 035 $a(PQKBManifestationID)11134664 035 $a(PQKBTitleCode)TC0000137786 035 $a(PQKBWorkID)10096481 035 $a(PQKB)11208721 035 $a(Au-PeEL)EBL3000261 035 $a(CaPaEBR)ebr5005138 035 $a(MiAaPQ)EBC3000261 035 $a(Perlego)4202377 035 $a(EXLCZ)99111056485489500 100 $a20000225d2001 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aDeveloping non-hierarchical leadership on campus $ecase studies and best practices in higher education /$fedited by Charles L. Outcalt, Shannon K. Faris, and Kathleen N. McMahon ; foreword by Alexander W. Astin 205 $a1st ed. 210 $aWestport, Conn. $cGreenwood Press$d2001 215 $a1 online resource (269 p.) 225 1 $aThe Greenwood educators' reference collection,$x1056-2192 300 $aDescription based upon print version of record. 311 08$a9780313311789 311 08$a0313311781 320 $aIncludes bibliographical references and index. 327 $aContents; Foreword; Introduction; Thinking about Non-Hierarchical Leadership Development; An Interview with Helen S. Astin; The Emergence of Inclusive, Process- Oriented Leadership; A Multiple-Level Approach for Understanding the Nature of Leadership Studies; Developing Social Change Agents: Leadership Development for the 1990's and Beyond; New Ways of Leading in a Networked World; Using Postmodern Feminism to Reconceptualize "Citizenship" and "Community"; Putting Theory into Action: Successful Campus Programs; Developing an Interdisciplinary Doctoral Program in Leadership Studies 327 $aMiami's Leadership Commitment Spheres of Confluence: Non- Hierarchical Leadership in Action; The Peer-to-Peer Context; Common Cause: Different Routes; Learning and Leading: A Class Project Provides Context; Service, Spirituality, and Social Change; Designing Experiential Training Sessions for the Social Change Model of Leadership Development; Emerging Leaders: Leadership Development from a Community College Perspective; Non-Hierarchical Leadership in Action: Creating Change on Our College Campus; Overcoming Resistance to Change in Higher Education 327 $aThe Advent of Leadership Development in the UCLA International Student Orientation Program The Complex Intersections of Leadership and Identity; Intercultural Leadership: A Program Model for Students in Higher Education; Transforming Communities: Students Dialoguing across Racial and Ethnic Boundaries; The Lavender Leader: An Inqueery into Lesbian, Gay, Bisexual, and Transgender Student Leadership; How We Define and Measure Success: Assessing Leadership Development; Developing Citizenship through Assessment: A Participatory Model for Guiding Learning and Leadership 327 $aAssessing Non-Hierarchical Leadership Index; About the Contributors 330 8 $aMany 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. 410 0$aGreenwood educators' reference collection. 606 $aEducational leadership$zUnited States$vCase studies 606 $aLeadership$xStudy and teaching (Higher)$zUnited States$vCase studies 606 $aCivic leaders$xTraining of$zUnited States$vCase studies 615 0$aEducational leadership 615 0$aLeadership$xStudy and teaching (Higher) 615 0$aCivic leaders$xTraining of 676 $a378/.01 701 $aOutcalt$b Charles L.$f1964-$01143981 701 $aFaris$b Shannon K.$f1973-$01809915 701 $aMcMahon$b Kathleen N.$f1964-$01809916 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910973999203321 996 $aDeveloping non-hierarchical leadership on campus$94360945 997 $aUNINA