This chapter highlights nontraditional forms of leadership development in student organizations. Using the social change model for leadership as a framework, the authors discuss the ways in which collectivist and activist approaches can result in similar skills obtained through traditional forms of leadership development.

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This chapter is about using campus diversity data to inform student affairs work.

Women in higher education face many challenges as they navigate senior-level administrative positions on college campuses. Much of the existing research on women's leadership in higher education does not highlight the ways in which women of varying overlapping identities navigate leadership uniquely. In this chapter, the authors discuss the need for the theories of intersectionality and positionality, which foreground the intersection of many identities and further contextualize them within systems of power. Through an analysis of existing empirical work, this chapter draws attention to tools and strategies that can be learned from women of multiple oppressed identities and positions of leadership.