Dear Coaches,
I wanted to start a discussion
about some leadership planning that Loyola is currently working on through the
office of Student Engagement.
In order to create some synergy
with and to work on integrating our student-athletes into some of the
leadership development concepts that will be rolled out over the next couple
semesters, I would like to introduce you to the Social Change Model of
Leadership Development.
As you know, Leadership is one of
Loyola’s core values (see next paragraph) and our department through various
methods has been doing good work at developing our student-athletes in this
area.
Leadership
Very early on, Jesuits were recognized as innovators and leaders
in educational methods, in approaches to foreign mission work, and in the
giving of retreats and spiritual direction. Indeed, leadership would seem
to flow naturally from a number of the other defining Jesuit values already
enumerated here: openness and curiosity about all things new and different,
commitment to the alleviation of human injustice and suffering, conviction that
individuals can and should make a difference to their fellows, and commitment
to bringing the best intellectual resources to bear on creative responses to
problems and challenges. It was natural enough, therefore, that Jesuit
educational institutions from their earliest beginnings should become renowned
for training leaders who would go on to render effective service to their various
human communities.
The
Jesuit commitment to the particular form of service which is leadership
continues to the present day. Loyola’s commitment to this value includes
identifying, developing, encouraging, and rewarding the exercise of gifts of
leadership in all of its constituent members in all areas of their lives.
The University likewise encourages in all of its members the regular practice
of both leadership and “followership.” In other words, it encourages its
diverse constituents to think and act both as teachers and learners who lead by
lived example, modeling the University’s mission and values and contributing to
the common good. Loyola hopes by all these means to continue forming
alumni and alumnae – as well as other members within its extended family – who
can serve as leaders and exemplars in the University, in their communities, and
in society at large.
I wanted to share the model that
was selected for the Leadership Development programming. I think after
you review it you will see that it meshes nicely with the Janssen curriculum
that we use for the leadership academy.
The Social Change Model of
Leadership Development
The 7 C’s of Leadership:
It
was determined based on the model
being developed, that there are seven*
critical values:
o
Consciousness of Self
o Congruence
o Commitment
o Collaboration
o
Common
Purpose
o
Controversy with Civility
o
Citizenship
o
*The 8th C-
Change
The 7 C’s
Defined:
Consciousness of Self:
Being aware
of the beliefs, values, attitudes and emotions that motivate one
to take action Key to being
able to develop consciousness of others
Congruence:
Understanding and being consistent
with one’s own values, beliefs,
strengths and limitations
Interdependent
with Consciousness of Self Congruency tests
o
Personal
o
Collective congruency
Commitment:
The psychic energy that motivates the individual to serve
and that drives the collective effort.
Implies passion, intensity,
and duration, directed
both towards group activity and intended outcomes
Requires knowledge of self
Collaboration:
Leadership as
a group
process; relational
Encourages group to transcend individual goals, interests
and behaviors
Vital
that group members explore differences
in individual values, ideas, affiliations, visions and
identities
Common Purpose:
To work with shared aims and
values
Enables the group to
engage in collective analysis of the issues at hand and the
task to be undertaken
Best achieved when all members of the group share in the vision and participate
actively in articulating the
purpose and goals of the activity
Controversy with Civility:
Difference will
exist in the group; the differences can be accepted
and
resolved through
open and honest
dialogue
Requires trust amongst
the
group members
Conflicts need to be resolved but also integrated
into the common purpose
Citizenship:
Not simply membership, but active engagement in community Civic responsibility which works
towards social change
The practice
of good citizenship should and needs to happen at
every level of the model
The Social Change Model Challenge:
o
“The model encourages highly participatory,
non-hierarchical leadership, yet you…will be
perceived by most students as being in a position of power and status.”
o
Therefore, we must:
o
Model
the model
o
Remember that we are the catalysts
from which this work will start
o
Continue to work
on the model
Source: Astin, Helen S. and Alexander W. Astin. A Social
Change Model of Leadership Development Guidebook
Version III. The National Clearinghouse of Leadership Programs, 1996.
I
hope we can start a discussion to help develop not only our individual
leadership but each and every student-athlete’s leadership as well.
