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The Social Change Model. Facilitating Leadership Development

  • ID: 3832458
  • Book
  • April 2017
  • Region: Global
  • 240 Pages
  • John Wiley and Sons Ltd
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The Social Change Model: Facilitating Leadership Development offers leadership educators a guide for incorporating the Social Change Model (SCM) in classroom courses and workshop activities and contains information for using this proven leadership model when crafting discussion and reflection questions and creating assignment suggestions. The text also includes additional resources such as video clips and supplementary readings. The SCM targets college students who seek to lead in a socially responsible way and want to learn to work effectively with others to create social change over their lifetimes. The authors explore how the acclaimed Social Change Model of Leadership Development upon which the book is based is designed to be a purposeful, collaborative, and a values–based process that results in positive social change.

With contributions from noted experts in the field, the text can be applied in a range of academic settings to help participants understand, appreciate, and apply the values of the Social Change Model. The contributors provide insight into methods for teaching leadership and offer summaries of the key SCM concepts. The text includes several case studies that reveal the implications of applying the elements of the Social Change Model in a variety of contexts. In addition, each of the book′s activities can be modified to adapt to a particular group or to the unique purpose of an activity. These modifications might be used to accommodate for space, time limitations, or group size.

The Social Change Model offers educators a hands–on resource for creating interesting and useful activities to help students develop the skills to become socially responsible leaders who engage in social change.

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Acknowledgments ix

Introduction 1

Chapter 1 The Social Change Model of Leadership Development for Leadership Educators 4
Kristan Cilente Skendall & Daniel T. Ostick

Chapter 2 Teaching Leadership 11
Matthew R. Johnson

Chapter 3 Applying the Social Change Model of Leadership Development through the Use of Case Studies 22
José–Luis Riera & Matthew L. Creasy

Chapter 4 Overview of the Social Change Model of Leadership Development 42
Steven M. Mencarini

Chapter 5 Consciousness of Self 63
Sherry L. Early & Matthew A. Cooney

Chapter 6 Congruence 83
Shamika N. Karikari

Chapter 7 Commitment 97
Suresh Mudragada

Chapter 8 Collaboration 112
Darren E. Pierre

Chapter 9 Common Purpose 127
Kristen A. Rupert

Chapter 10 Controversy with Civility 142
Rian Satterwhite & Christopher Ruiz de Esparza

Chapter 11 Citizenship 163
Benjamin P. Correia–Harker

Chapter 12 Change 181
Melissa L. Rocco

Chapter 13 Social Change 195
Danielle S. Kleist & Jordyn C.Wright

Chapter 14 Applying the Model 214
Daniel T. Ostick & Kristan Cilente Skendall

About the Editors 227

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Kristan C. Skendall
Daniel T. Ostick
Susan R. Komives
Wendy Wagner
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