Leadership Certificate Program Philosophy

Social Change Model of Leadership Development

An individual can most fully develop his or her capacity for leadership by developing and studying leadership from the perspectives of both the individual and the community.  The Social Change Model of Leadership Development is designed to enhance the development of leadership qualities in all participants.  It promotes an inclusive process that actively engages all who wish to contribute -- those who hold formal leadership positions as well as those who do not.  The social change model examines leadership development from 3 different perspectives: the individual, the group and the community or society.

The 7 C's

The desired outcomes for individuals are based on the 7 C’s from the social change model: consciousness of self, congruence, commitment, collaboration, common purpose, controversy and citizenship.

Consciousness of self is being aware of the beliefs, values, attitudes and emotions that motivate one to take action.

Congruence is thinking, feeling and behaving with consistency, genuineness, authenticity and honesty toward others.  Congruent persons are those whose actions are consistent with their most deeply-held beliefs and convictions.  Clearly, personal congruence and consciousness of self are interdependent.

Commitment is the psychic energy that motivates the individual to serve and drives the collective effort.  Commitment implies passion, intensity and duration.  It is directed toward both the group activity as well as its intended outcomes.  Without commitment, knowledge of self is of little value, and without adequate knowledge of self, commitment is easily misdirected.  Congruence, in turn, is most readily achieved when each individual acts with commitment and knowledge of self.

Collaboration is working with others in a common effort.  It constitutes the cornerstone value of the group leadership effort because it empowers individuals through trust.  Collaboration multiples group effectiveness by capitalizing on the multiple talents and perspectives of each group member, and on the power of diversity to generate creative solutions and actions.  Collaboration empowers each individual best when there is a clear-cut division of labor.

Common Purpose is working in a group with shared aims and values.  It facilities the group’s ability to engage in collective analysis of the issues at hand and the task to be undertaken.  Common purpose is best achieved when all members of the group share a common vision and participate actively in articulating the purpose and goals of the leadership development activity.  Recognizing the common purpose and mission of the group helps generate the high level of trust that any successful collaboration requires.

Controversy with civility recognizes two fundamental realities of any creative group effort: differences in viewpoint are inevitable, and such differences must be aired openly but with civility.  Civility implies respect of others, willingness to hear other’s views, and restraint in criticizing the views and actions of others.  This is best achieved in a collaborative framework where a common purpose has been identified.  Controversy, conflict and confrontation can often lead to new solutions to problems, especially when they occur in an atmosphere of civility, collaboration and common purpose.

Citizenship is the process whereby the individual and the collaborative group become responsibly connected to the community and the society through the leadership development activity.  Good citizens work for positive change on behalf of others and the community and acknowledge the interdependence of those who are involved in or affected by their efforts.  Citizenship recognizes the common purpose of the group must incorporate a sense of concern for the rights and welfare of all those who might be affected.  Therefore, it also acknowledges that effective democracy involves individual responsibility as well as individual rights.

 

Adapted from A Social Change Model of Leadership (Guidebook Version III). Los Angeles, CA: Higher Education Research Institute, University of California.