The article summarizes a conversation with early career scholars who utilize the LID theory and model in their scholarship and practice. Authors offer thoughts as to which aspects of leader and leadership identity development remain most useful to leadership education and development, as well as ways this body of scholarship might also be incomplete and insufficient. They reflect on how leader and leadership identity development theorizing is related to identity, equity, and power. The article concludes with ideas about how the scholarship and practice of leadership identity development may evolve in the future for deeper leadership identity development.
As educators continue down the ever-changing path of leadership learning, we must critically analyze our approach to curriculum design. A central aspect of this course design process utilized a focus group of peer leadership educators, in which the group leveraged the diversity of its members to center the student perspective and ensure a well-rounded analysis of the new curriculum. This group of leadership educators piloted an asynchronous, online, contemporary issues in leadership course in which providing formative feedback on course content, pacing, and design resulted in a more inclusive and robust curriculum. Reflections from our collective process are grounded in our lived experiences as leadership educators and leadership learners. Implications for practice are explored throughout as well. The reflections and implications focus on four key areas: leadership educator development, the need for diverse perspectives in leadership learning, growth through feedback, and ways to disrupt the traditional narratives of curriculum design.
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