Social Change & Leadership Development
E. H. Butler Library Leadership Series

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DOCUMENTS

Groff, W. H. (1991). Restructuring for the 90's and beyond. The era of smart homes, wired communities, fast systems, global networks, and fast forward learners in a borderless world. ED343484. Mic

This paper examines institutional restructuring in higher education for the 1990s and the 21st century and the leadership required for that restructuring. Following an overview and a discussion of selected pertinent demographic, social, economic, technological, and political variables, the paper focuses on the strategic importance of Mid-America to changes occurring in Eastern and Western Europe and the newly industrialized countries of the Pacific Rim.

The literature on transformational leadership is reviewed to provide a theoretical framework for leaders in educational organizations. Our rapidly changing society calls for a new type of educational leadership. Drawing on the work of J. M. Burns (1978) and B. M. Bass (1985) among others, transactional leaders are distinguished from transformational leaders. Transactional leaders exchange one thing for another, while transformational leaders look for potential motives in followers and seek to satisfy higher needs and engage the full person of the follower.

Collison, M. N. K. (1992, September 30). Network of black students hopes to create a new generation of civil rights leaders. Chronicle of Higher Education, 39, (6), A28-29. Mic

A network of African-American students begun at Howard University (District of Columbia) combines community service with political activism. Students working in a variety of areas urge other young African Americans to become active about local and state policies concerning utilities costs, children, and schools and to empower teenagers for constructive change.

Analyzes key assumptions and moral philosophies pervading education, suggesting alternative paths for creating educational programs that readily embrace the end values of U.S. society. The article suggests that administration experts function as a myth in U.S. society and recommends that such expertise be reconceived as a critical and moral practice.

By focusing on current social and technological change, critics of higher education often fail to see that the greatest challenge is the need to restructure the lower division studies, which are currently simply less-intensive versions of specialized curricula. To address this need, trustees need to bring about change in three areas: curricular, leadership, and fiscal.

Discusses diversity issues related to sensitivity to differences, opportunities afforded by the Columbus quincentenary for discourse on diversity and democracy, and demographic trends. Provides a rationale for promoting leadership diversity. Assesses the current status of women and minorities in public and private leadership. Discusses steps in creating leadership diversity.

Changes in societies, markets, customers, competition, and technology are forcing organizations to clarify their values, develop new strategies, and learn new ways of operating. The adaptive demands of contemporary life require leaders who take responsibility without waiting for revelation or request.

Examines types of leadership, compared on the dimensions of the roles of formal school teachers, the roles of teachers and other school staff, and the value system of leadership. Critical leadership is suggested to be the most promising approach through combining the pursuit of democratic values with explicit examination of structural and cultural dimensions of school organization.

Examines the history, context, & theory for community organizing, focusing on major concepts of culture, community, & power. It is contended that community organizing must stress both changing structures of power & political education. A leadership development exercise designed to confirm experience & provide affirmation & inspiration for continued organizing work is discussed. It is argued that the exercise validates participatory leadership & promotes shared creativity. 69 References.

A survey of secondary students' perceptions concerning leadership in the year 2000 was conducted in 1988 and subsequently replicated to determine any changes in perception over time. The survey examined leadership characteristics, leadership training in schools, women's roles, leading countries, technological advances, environmental changes, lifestyle changes, parental leadership roles, international communication, and media influence.

The national-service movement promises to become a source of democratic renewal. Participation can be seen as the practice of citizenship if the political realities are recognized. The movement could produce a new generation of public leaders with practical skills and concepts.

Describes a leadership approach to social change that takes into account actors' differing interests, strategic alliances, & events in a dynamic, interorganizational community setting. The leadership & development concepts are drawn from two interwoven action research projects that took place in the Philadelphia (PA) area in the mid-1980s. 45 References. Adapted from the source document.

Dilts, R. B. (1996). Visionary leadership skills: Creating a world to which people want to belong. Capitola, CA: Meta Publications.

Leadership and social change. (1983). San Diego, CA: University Associates.

Leading organizations: Perspectives for a new era. (1998). Thousand Oaks, CA: Sage Publications.

Myran, G. A. (1995). Leadership in the new century. Washington, DC: American Association of Community Colleges, National Center for Higher Education.

O'Toole, J. (1995). Leading change: Overcoming the ideology of comfort and the tyranny of custom. San Francisco: Jossey-Bass, Inc.

A social change model of leadership development: Guidebook: Version III. (1996). Los Angeles, CA:Higher Education Research Institute, University of California, Los Angeles.

M. Lord
Buffalo State College (SUNY)