Exploring Leadership

THE AUTHORS Wendy Wagner is the former coordinator of the National Clearinghouse for Leadership Programs. She is the coauthor of the Handbook for Student Leadership Development, Second Edition and Leadership for a Better World, both published by Jossey-Bass. Daniel T. Ostick is the coordinator for leadership curriculum development and academic partnerships for the Adele H. Stamp Student Union – Center for Campus Life at the University of Maryland. He is a chapter author in the Handbook for Student Leadership Development, Second Edition and a contributor to Leadership for a Better World.

• Acknowledgments ixAbout the Authors xiIntroduction xiiiChapter 1 An Introduction to Leadership 1Activity 1 Leadership Paradigm Continuum 3Activity 2 Leaders and Leadership Behaviors 4Activity 3 Reflecting on Leadership 5Activity 4 Five Follower Competencies 6Chapter 2 The Changing Nature of Leadership 10Activity 1 Myths About Leadership 12Activity 2 Leadership Metaphors 14Activity 3 Generations of Leadership Theories 15Chapter 3 The Relational Leadership Model 18Activity 1 Reflecting on Leadership 20Activity 2 Develop a Vision Based on Values 23Activity 3 Connecting Ethics to Leadership 24Activity 4 Concept Map for Ethics and Leadership 26Activity 5 Personal Reflection on Ethics 28Activity 6 Bases of Power 29Chapter 4 Understanding Yourself 32Activity 1 Understanding Your Talents 34Activity 2 Talents in Action 38Activity 3 What about Weaknesses? 39Activity 4 Values in Action (VIA) Exploration 41Activity 5 Personal Vision Statement 42Activity 6 Leading Change Skills Self-Assessment 43Chapter 5 Understanding Others 48Activity 1 Understanding the Complexity of Identity 50Activity 2 Gender Influences on Leadership 52Activity 3 Cultural Influences on Leadership 54Activity 4 Case Studies of Unassertive, Assertive, and Aggressive Communication 55Chapter 6 Leading with Integrity 60Activity 1 Values Continuum 62Activity 2 Ethical Assumptions about Leadership 64Activity 3 Ethical Decision Making 67Activity 4 Organizational Ethical Audit 69Chapter 7 Being in Communities 71Activity 1 Privilege ‘‘Walk’’ 73Activity 2 Effective Communities 76Chapter 8 Interacting in Teams and Groups 78Activity 1 Tuckman’s Touch Points 80Activity 2 Adjourning and the Role of the Leader 81Activity 3 Experience with Group Norms 83Activity 4 Hieroglyphics 84Activity 5 Drawing Conflict 85Activity 6 Behavior-Feelings-Reason 86Activity 7 Group Decision-Making Approaches 88Activity 8 Roles in Teams and Groups 91Activity 9 Team Action Toolkit 95Chapter 9 Understanding Complex Organizations 99Activity 1 Flipping the Pyramid 101Activity 2 Organizational Analysis 102Activity 3 Campus Culture Survey 103Activity 4 Enhancing Organizational Learning 104Activity 5 The Five Whys 107Chapter 10 Understanding Change 109Activity 1 Personal Change Inventory 111Activity 2 Change Quotations 112Activity 3 Stages of Change and the Relational Leadership Model 113Chapter 11 Strategies for Change 115Activity 1 Social Change Model of Leadership 117Activity 2 Social Justice Advocacy 123Activity 3 Narrowing Your Passions and Building Coalitions 124Activity 4 Headlines 125Activity 5 Words Create Worlds 126Activity 6 The Power of Stories 127Chapter 12 Thriving Together 130Activity 1 Well-Being Worksheet 132Activity 2 Reflect on Renewal and Balance 133Activity 3 Savoring the Good 134Activity 4 Creating a Spiritual Development Plan 135Final Thoughts 137