JOHN P. DUGAN is an associate professor in the higher education graduate program at Loyola University Chicago, where he teaches student development theory, leadership, and multiculturalism for social justice. He is the principal investigator for the Multi-Institutional Study of Leadership, and the co-editor of The Handbook for Student Leadership Development, Second Edition. NATASHA T. TURMAN is a doctoral research assistant and project manager for the Multi- Institutional Study of Leadership at Loyola University Chicago, where she is pursuing her doctorate in Higher Education with a cognate in Women and Gender Studies. AMY C. BARNES is Clinical Assistant Professor, Higher Education and Student Affairs and coordinator of undergraduate leadership courses for the Department of Educational Studies at The Ohio State University. She is a member of the Higher Education and Student Affairs program faculty.

• Using the Facilitator’s Guide ixAcknowledgments xiEditors and ContributingAuthors xiiiIntroduction and Critical Facilitation 1Amy C. BarnesChapter 1 The Evolving Nature of Leadership 131A Our Evolving Understanding of Leadership 13Melissa L. Rocco1B What Is Leadership? Connecting Personal Identity to Social Systems and Power Dynamics 23Sara C. Furr & Vijay Pendakur1C Social Identities and the Development of Efficacy 35Andrea M. De Leon & Allison M. Schipma1D Exploring Cultural Sensitivity, Acceptance, and Understanding in Leadership 46Mathew R. Goldberg & Michelle L. KuselChapter 2 Critical Perspectives as Interpretative Frameworks 552A Understanding Core Critical Concepts: Experiential Explorations into the Contextualization of Knowledge Production 55Maurice Stevens2B Fundamental Skills forApplying Critical Perspectives to Leadership: Practicing the Art of Deconstruction andReconstruction 68OiYan A. Poon & Dian D. Squire2C Ideology and Leadership 81Sharon Chia ClarosChapter 3 Interpreting Leadership Theory Using Critical Perspectives 933A Interpreting Leadership Theory Using Critical Perspectives 93Melissa L. Rocco3B Applying Critical Perspectives to the Evolution of Leadership Theories 104Stephanie H. Chang & Natasha Chapman3C Implicit Leadership Through a Critical Lens:How Implicit Biases Support the Dominant Narrative 121Amy C. Barnes3D Critical Considerations in Gender and Leadership 135Renique KershChapter 4 Person-Centered Theories 1514A The Leadership Practices Inventory Through a Critical Lens 151David M. Rosch4B Strengths-Based Leadership Through a Critical Lens:Valuing Social Identity and Power Dynamics in StrengthsFacilitation 180Amy C. Barnes4C Emotionally Intelligent Leadership Through a Critical Lens 200Paige Haber-CurranChapter 5 Theories of Production and Effectiveness 2155A Style Leadership Through a Critical Lens 215Daniel M. Jenkins, Amanda B. Cutchens, & Corey Seemiller5B Critical Perspectives on Situational Leadership Theory:Does Considering Situational Context Foster Inclusivity? 226Amy C. Barnes5C Path-Goal Leadership Theory: Four Leadership Styles and Situational Factors 241Matthew Sowcik & Clinton M. StephensChapter 6 Group-Centered Theories 2576A LMX Theory Through a Critical Lens: Exploring the Impact of Power and Privilege 257Natasha Chapman & Benjamin Brooks6B Team Leadership Through a Critical Lens 274Adam GoodmanChapter 7 Theories of Transformational Leadership 2917A Transformational Leadership 291Marilyn J. Bugenhagen7B Servant Leadership Through a Critical Lens 306Richard A. Couto7C Raising the Mirror: The Social Change Model Through a Critical Lens 322Lesley-Ann Brown-HendersonChapter 8 Relationship-Centered Theories 3338A Relational Leadership in Organizations: Deconstructing an Aspirational Leadership Approach 333Kristina C. Alcozer GarciaChapter 9 Vanguard Theories 3459A Authentic Leadership Through a Critical Lens: Resisting Dominant Narratives 345Ana M. Rossetti & Mark Anthony Torrez9B Adaptive Leadership:Helping theWork of theGroup Move Forward 362Scott J. Allen & Marc Lynn9C Complexity Leadership Through a Critical Lens: Context and Complexity forAdaptive Change 378Kevin M. Hemer & Laura OsteenChapter 10 Toward a Justice-Based Leadership Model 39910A Cultivating Critical Hope Through Communities of Praxis 399Willie Gore & Satugarn P. Limthongviratn10B Ethics and Leadership 410Kathryn Kay Coquemont10C Justice and Leadership 421Valeria CortésChapter 11 Integration and the Path Forward 43911A Charting One’sOwn Theory of Leadership 439M. Sonja ArdoinReferences 453Author Index 467Subject Index 473

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JOHN P. DUGAN is an associate professor in the higher education graduate program at Loyola University Chicago, where he teaches student development theory, leadership, and multiculturalism for social justice. He is the principal investigator for the Multi-Institutional Study of Leadership, and the co-editor of The Handbook for Student Leadership Development, Second Edition. NATASHA T. TURMAN is a doctoral research assistant and project manager for the Multi- Institutional Study of Leadership at Loyola University Chicago, where she is pursuing her doctorate in Higher Education with a cognate in Women and Gender Studies. AMY C. BARNES is Clinical Assistant Professor, Higher Education and Student Affairs and coordinator of undergraduate leadership courses for the Department of Educational Studies at The Ohio State University. She is a member of the Higher Education and Student Affairs program faculty.

• Using the Facilitator’s Guide ixAcknowledgments xiEditors and ContributingAuthors xiiiIntroduction and Critical Facilitation 1Amy C. BarnesChapter 1 The Evolving Nature of Leadership 131A Our Evolving Understanding of Leadership 13Melissa L. Rocco1B What Is Leadership? Connecting Personal Identity to Social Systems and Power Dynamics 23Sara C. Furr & Vijay Pendakur1C Social Identities and the Development of Efficacy 35Andrea M. De Leon & Allison M. Schipma1D Exploring Cultural Sensitivity, Acceptance, and Understanding in Leadership 46Mathew R. Goldberg & Michelle L. KuselChapter 2 Critical Perspectives as Interpretative Frameworks 552A Understanding Core Critical Concepts: Experiential Explorations into the Contextualization of Knowledge Production 55Maurice Stevens2B Fundamental Skills forApplying Critical Perspectives to Leadership: Practicing the Art of Deconstruction andReconstruction 68OiYan A. Poon & Dian D. Squire2C Ideology and Leadership 81Sharon Chia ClarosChapter 3 Interpreting Leadership Theory Using Critical Perspectives 933A Interpreting Leadership Theory Using Critical Perspectives 93Melissa L. Rocco3B Applying Critical Perspectives to the Evolution of Leadership Theories 104Stephanie H. Chang & Natasha Chapman3C Implicit Leadership Through a Critical Lens:How Implicit Biases Support the Dominant Narrative 121Amy C. Barnes3D Critical Considerations in Gender and Leadership 135Renique KershChapter 4 Person-Centered Theories 1514A The Leadership Practices Inventory Through a Critical Lens 151David M. Rosch4B Strengths-Based Leadership Through a Critical Lens:Valuing Social Identity and Power Dynamics in StrengthsFacilitation 180Amy C. Barnes4C Emotionally Intelligent Leadership Through a Critical Lens 200Paige Haber-CurranChapter 5 Theories of Production and Effectiveness 2155A Style Leadership Through a Critical Lens 215Daniel M. Jenkins, Amanda B. Cutchens, & Corey Seemiller5B Critical Perspectives on Situational Leadership Theory:Does Considering Situational Context Foster Inclusivity? 226Amy C. Barnes5C Path-Goal Leadership Theory: Four Leadership Styles and Situational Factors 241Matthew Sowcik & Clinton M. StephensChapter 6 Group-Centered Theories 2576A LMX Theory Through a Critical Lens: Exploring the Impact of Power and Privilege 257Natasha Chapman & Benjamin Brooks6B Team Leadership Through a Critical Lens 274Adam GoodmanChapter 7 Theories of Transformational Leadership 2917A Transformational Leadership 291Marilyn J. Bugenhagen7B Servant Leadership Through a Critical Lens 306Richard A. Couto7C Raising the Mirror: The Social Change Model Through a Critical Lens 322Lesley-Ann Brown-HendersonChapter 8 Relationship-Centered Theories 3338A Relational Leadership in Organizations: Deconstructing an Aspirational Leadership Approach 333Kristina C. Alcozer GarciaChapter 9 Vanguard Theories 3459A Authentic Leadership Through a Critical Lens: Resisting Dominant Narratives 345Ana M. Rossetti & Mark Anthony Torrez9B Adaptive Leadership:Helping theWork of theGroup Move Forward 362Scott J. Allen & Marc Lynn9C Complexity Leadership Through a Critical Lens: Context and Complexity forAdaptive Change 378Kevin M. Hemer & Laura OsteenChapter 10 Toward a Justice-Based Leadership Model 39910A Cultivating Critical Hope Through Communities of Praxis 399Willie Gore & Satugarn P. Limthongviratn10B Ethics and Leadership 410Kathryn Kay Coquemont10C Justice and Leadership 421Valeria CortésChapter 11 Integration and the Path Forward 43911A Charting One’sOwn Theory of Leadership 439M. Sonja ArdoinReferences 453Author Index 467Subject Index 473

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JOHN P. DUGAN is an associate professor in the higher education graduate program at Loyola University Chicago, where he teaches student development theory, leadership, and multiculturalism for social justice. He is the principal investigator for the Multi-Institutional Study of Leadership, and the co-editor of The Handbook for Student Leadership Development, Second Edition. NATASHA T. TURMAN is a doctoral research assistant and project manager for the Multi- Institutional Study of Leadership at Loyola University Chicago, where she is pursuing her doctorate in Higher Education with a cognate in Women and Gender Studies. AMY C. BARNES is Clinical Assistant Professor, Higher Education and Student Affairs and coordinator of undergraduate leadership courses for the Department of Educational Studies at The Ohio State University. She is a member of the Higher Education and Student Affairs program faculty.

• Using the Facilitator’s Guide ixAcknowledgments xiEditors and ContributingAuthors xiiiIntroduction and Critical Facilitation 1Amy C. BarnesChapter 1 The Evolving Nature of Leadership 131A Our Evolving Understanding of Leadership 13Melissa L. Rocco1B What Is Leadership? Connecting Personal Identity to Social Systems and Power Dynamics 23Sara C. Furr & Vijay Pendakur1C Social Identities and the Development of Efficacy 35Andrea M. De Leon & Allison M. Schipma1D Exploring Cultural Sensitivity, Acceptance, and Understanding in Leadership 46Mathew R. Goldberg & Michelle L. KuselChapter 2 Critical Perspectives as Interpretative Frameworks 552A Understanding Core Critical Concepts: Experiential Explorations into the Contextualization of Knowledge Production 55Maurice Stevens2B Fundamental Skills forApplying Critical Perspectives to Leadership: Practicing the Art of Deconstruction andReconstruction 68OiYan A. Poon & Dian D. Squire2C Ideology and Leadership 81Sharon Chia ClarosChapter 3 Interpreting Leadership Theory Using Critical Perspectives 933A Interpreting Leadership Theory Using Critical Perspectives 93Melissa L. Rocco3B Applying Critical Perspectives to the Evolution of Leadership Theories 104Stephanie H. Chang & Natasha Chapman3C Implicit Leadership Through a Critical Lens:How Implicit Biases Support the Dominant Narrative 121Amy C. Barnes3D Critical Considerations in Gender and Leadership 135Renique KershChapter 4 Person-Centered Theories 1514A The Leadership Practices Inventory Through a Critical Lens 151David M. Rosch4B Strengths-Based Leadership Through a Critical Lens:Valuing Social Identity and Power Dynamics in StrengthsFacilitation 180Amy C. Barnes4C Emotionally Intelligent Leadership Through a Critical Lens 200Paige Haber-CurranChapter 5 Theories of Production and Effectiveness 2155A Style Leadership Through a Critical Lens 215Daniel M. Jenkins, Amanda B. Cutchens, & Corey Seemiller5B Critical Perspectives on Situational Leadership Theory:Does Considering Situational Context Foster Inclusivity? 226Amy C. Barnes5C Path-Goal Leadership Theory: Four Leadership Styles and Situational Factors 241Matthew Sowcik & Clinton M. StephensChapter 6 Group-Centered Theories 2576A LMX Theory Through a Critical Lens: Exploring the Impact of Power and Privilege 257Natasha Chapman & Benjamin Brooks6B Team Leadership Through a Critical Lens 274Adam GoodmanChapter 7 Theories of Transformational Leadership 2917A Transformational Leadership 291Marilyn J. Bugenhagen7B Servant Leadership Through a Critical Lens 306Richard A. Couto7C Raising the Mirror: The Social Change Model Through a Critical Lens 322Lesley-Ann Brown-HendersonChapter 8 Relationship-Centered Theories 3338A Relational Leadership in Organizations: Deconstructing an Aspirational Leadership Approach 333Kristina C. Alcozer GarciaChapter 9 Vanguard Theories 3459A Authentic Leadership Through a Critical Lens: Resisting Dominant Narratives 345Ana M. Rossetti & Mark Anthony Torrez9B Adaptive Leadership:Helping theWork of theGroup Move Forward 362Scott J. Allen & Marc Lynn9C Complexity Leadership Through a Critical Lens: Context and Complexity forAdaptive Change 378Kevin M. Hemer & Laura OsteenChapter 10 Toward a Justice-Based Leadership Model 39910A Cultivating Critical Hope Through Communities of Praxis 399Willie Gore & Satugarn P. Limthongviratn10B Ethics and Leadership 410Kathryn Kay Coquemont10C Justice and Leadership 421Valeria CortésChapter 11 Integration and the Path Forward 43911A Charting One’sOwn Theory of Leadership 439M. Sonja ArdoinReferences 453Author Index 467Subject Index 473

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