Higher education learning and teaching has faced a significant challenge in 2020. The novel coronavirus pandemic (COVID-19) has required institutions to engage in emergency response teaching and deliver distance, online, or socially distanced delivery in most jurisdictions globally. The literature to date has focused on understanding this from the perspective of the institutions and academics primarily. For example, institutional case studies and staff critical reflections. There has been literature published on student learning, student experience, and student wellbeing during COVID-19, but these are typically constructed through an academic lens (e.g. a student satisfaction survey). This research offers a coconstructed account developed adopting a students as partners philosophy. Our research team includes four students from two countries (Australia and Singapore) to independently reflect on their experience and collectively consolidate their learning journey through the pandemic, and be mentored and supported by two academics. Our findings indicate that students feel generally disconnected from their experience. Students felt their agency was important, self-awareness and accountability enabled this. Students also reflected that changes to their learning environment had made it more difficult to create social connections. They also include opportunities to change our teaching practice to be more supportive of our students’ collective learning during COVID-19.
Ecotourism is one of the fastest growing sectors within the tourism industry in Australia. The southern island state of Tasmania is one of the pioneers in creating sustainable ecotourist ventures. We explore, with a leadership behavioral lens, the role that the embodiment of authentic leader behaviors in social entrepreneurs has on ecotourism emergence. Authentic leader behaviors offer a response to some arguments that numerous ecotourist ventures are only sustainable and environmentally responsive in name only. Entrepreneurial leadership is critical in creating a culture conducive to social entrepreneurial growth and sustainability. This chapter concludes with recognition of the importance of future research into developing authentic leader behaviors in social entrepreneurs.
Students are increasingly diverse, with traditional pedagogies and instructional approaches lacking effectiveness in engaging a variety of student cohorts. This study takes a behavioural approach to examining students in the classroom, seeking to better understand the relationships between authentic leadership, wellbeing, belonging, and engagement among students in an Australian Associate Degree program. This paper reports on a quantitative survey conducted at the beginning of a teaching period, with longitudinal data points expected as this cohort progresses. Preliminary findings are that while students' self-reported authentic leadership scores had associated gains in their psychological wellbeing, and classroom belongingness and engagement, their informal influence played the largest role. This could indicate that supporting students to develop deeper psychological behavioural capabilities (such as self-awareness and sincerity) would have the potential to strengthen the relationship between authentic leadership and student outcomes, by supporting a self-reinforcing effect among the authentic leader behaviours.
Despite their inherent complexity, social entrepreneurs seek to create social innovation to stem society's wicked problems. To do so requires a balanced consideration of varying social expectations, all while trying to lead a sustainable enterprise. Educators look to equip the social entrepreneur with the right skills and mindset; with program failure, sadly, more common than not. This chapter seeks to explore the commonalities of such failures, highlighting the importance of behavioral development and facilitating an effective learning environment. Following an investigation into the notion of social entrepreneurship, authentic leadership is identified as a response some of the shortcomings of contemporary entrepreneurship education. The incorporation of authentic leader behaviors in entrepreneurial education can offer an injection as the social entrepreneur seeks to address the various challenges of social enterprise.
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