Forces for Positive Change: Preparing Leaders for the 21^st Century in an Undergraduate Honors Program

Abstract

This descriptive study used an interview protocol developed by the Center for Creative Leadership with 50 college student leaders to determine what key developmental events young college leaders experience and the leadership lessons learned from these events.Students discussed 180 events and 734 lessons learned from them. Most events defined by students were challenging assignments, although events dealing with other people, coursework, and formal leadership programs were also mentioned. Top lessons included communication, self-identity, leadership identity, and developing leadership task and management skills. While many lessons could be learned in a variety of different ways, a number of challenging assignments stood out as important for learning certain lessons.

Emergent Spaces of Civic Leadership Education and Development: Understanding the Liberal Arts and Humanities from a Perspective of Civic and Public Work

“…Buschlen, Warner, & Goffnetts (2015) indicate that leadership education experiences that includes a humanitarian service-learning component centers learning around the experience of the natural disaster, privilege, and personal transformation through the community engagement experience. This research is in line with other projects that indicate leadership education programs that include community engagement help student engage in interdisciplinary spaces, participate in service, work in teams, resolve conflicts, and understand group dynamics (Grunell, 2015;Polk, 2014).…”

INVESTING IN CRITICAL LEADERSHIP DEVELOPMENT WITH UNDERGRADUATE STUDENTS: A qualitative examination of a semester-long internship

“…In higher education settings, leadership education and leadership development programs have been increasingly popular. Universities offer a variety of learning opportunities, from extracurricular activities to academic courses, and in some cases four-year academic leadership studies programs (Brungardt, 1997;Dugan & Komives, 2007;Eich, 2008;Polk, 2014;Schwartz, Axtman, & Freeman, 1998). potential (Brungardt, 1997;Van Velsor, McCauley & Ruderman, 2010).…”

Development of Leadership Competencies During Studies at an Institution of Higher Education: Students’ Opinion

“…In the parallel leadership process, responsibility is shared in two ways: managers are responsible for strategic leadership, whereas other persons who take non-formal leadership role take responsibility for the leadership of organizational process and activity [6]. This idea about leadership involves a shared responsibility for creating a better world in which to live and work which manifests in a passion to engage others in bringing about purposeful change [7].…”