Leadership Learning Partnerships: Self‐Authored Leadership through the Learning Partnerships Model

Abstract

In this chapter, the author folds the learning partnerships model into leadership learning experiences for students' self-authored leadership and offers practical guidance for leadership educators seeking to develop leaders who are authentically empowered agents of change.

Enhancing Socially Responsible Leadership for Undergraduate Students in Thailand: A Quantitative Model

“…Firstly, the social change model of leadership theory. The theory was developed in 1994, the social change model of leadership acclaimed a kind of leadership with the following characteristics: purposed, value-based, participated, and non-authoritative, the model courage generations make positive social change together (Dugan, 2006;Komives & Wagner, 2016;Komives et al, 2020;Liu et al, 2021) ; as well, the social change model included seven C -values: consciousness of self, congruence, commitment, collaboration, common purpose, controversy with civility, citizenship, additionally, change as the final contain in the model, it was a final reach (Dugan, 2006;Drury & Reicher, 2009;Komives & Wagner, 2016;Chunoo, 2020) ; here individually explained the eight dimension of the social change model of leadership: consciousness of self, concepts of self-awareness and reflections from others, but it was necessary for self-awareness and self-definitions in a social environment; congruence, the term told the consistency between inner and outer, also it was explanation that the consistency between internal matters (such as values, insights, perspectives, etc.) and external matters (such as, ethical behaviors with a particular social norms) ; commitment termed physical and psychological investment on a program and the further; collaboration included team corporation and a extent of sacrifice of willingness of work together; common purpose as the share goals and common targets; controversy with civility can be explained ability to include diversities in culture and beyond in a community; citizenship as the concept of national citizenship awareness and global citizenship today; change, as the contain of the model wanted to reach, it was a kind of positive change, to make better together (Komives et al, 2020;Zhang & Asavisanu, 2022).…”

“…and external matters (such as, ethical behaviors with a particular social norms) ; commitment termed physical and psychological investment on a program and the further; collaboration included team corporation and a extent of sacrifice of willingness of work together; common purpose as the share goals and common targets; controversy with civility can be explained ability to include diversities in culture and beyond in a community; citizenship as the concept of national citizenship awareness and global citizenship today; change, as the contain of the model wanted to reach, it was a kind of positive change, to make better together (Komives et al, 2020;Zhang & Asavisanu, 2022). Moreover, the social change model of leadership exclusively purposed to educate to university students in higher education context (Komives & Wagner, 2016;Chunoo, 2020;Zhang & Asavisanu, 2022) ; nowadays, western countries already mainly employed the model to establish socially responsible leadership program or strategies for their university students, since university students are future leaders in a society (Zhang & Asavisanu, 2022) ; the model can provided a kind of leadership can make positive social transformation with participated, value-based and non-authoritative paradigms, it might assist to resolve social problems with social inequity; Thailand as a developing country, it is meeting the social problem caused by social development, like inequity allocation of social sources, discrimination between the poor and the rich, environmental pollutions, etc., however, the social change model of leadership could train their future generations to settle the types of social problems in Thailand (Tangcharoensathien et al, 2019;Tevapitak & Helmsing, 2019;Huque & Jongruck, 2020;Kitsamphanwong et al, 2021;Machmud et al, 2021).…”