Leadership for the twenty-first century

Toward a Social Justice Model for an EdD Program in Higher Education

“…Studies included in this latter research strand focus indirectly on transforming higher education leadership preparation by concentrating holistically on higher education leadership and embedded opportunities for social justice practice. These studies focus almost entirely on promoting (a) diversity leadership (Asumah & Nagel, 2014;Asumah, Nagel, & Rosengarten, 2016;Guerra & Pazey, 2016;Kotter, 1990;Mor Barak, 2014;Northouse, 2013;Olsen & Martins, 2012;Rost, 1991) and (b) inclusive excellence (Williams, Berger, & McClendon, 2005). To be clear, there are a host of studies that focus on social justice issues in higher education, but this particular body of research speaks to a unique set of knowledge, skills, employed strategies, principles, and beliefs that inform the work of the selected doctoral program.…”

Change Leadership: Oxymoron and Myths

“…It is telling that the most frequent theme within the leadership articles published in the Journal of Change Management has been developing the competence and capability of change leaders. Over two decades ago, Rost (1993), an education academic fascinated with leadership, highlighted the existence of a mythical leadership narrative. He was posthumously awarded the lifetime achievement award by the International Leadership Association in 2008, yet his critical writings have largely been ignored within management and organization studies.…”

“…This mythical leadership narrative is often at its most tangible within textbook chronologies depicting leadership as advancing decade by decade. Rost (1993) was not persuaded by the mythical leadership narrative and instead attempted to encourage a paradigm shift in leadership, specifically through an emphasis upon influence relationships, real intended change and mutual purpose. Rost was unsuccessful in these attempts to encourage our thinking of leadership, and the leadership orthodoxy which so troubled him remains largely intact.…”

Leadership Manipulation and Ethics in Storytelling

“…By focussing on manipulation we are more likely to be digging around in the dark side of leadership than the positive side since whenever there is an employee who is influenced by a leader through manipulative storytelling, doubts about the ethics of this arise (Driscol and McKee, 2007). For instance, according to Ciulla (1998;Rost, 1993), the most ethically attractive ideas of leadership imply a participatory and democratic relationship between leaders and followers as well as recognition of the values and needs of the followers. The most ethically unattractive ideas are those that appear to be coercive and manipulative.…”