The Social Change Model of Leadership & Development
The Division of Student Affairs utilizes the Social Change Model of Leadership and Development to engage students and provide meaningful, impact-driven learning experiences. Established in 1994 with the initial research conducted by the Higher Education Research Institute, the Social Change Model of Leadership & Development is designed to enhance student learning through self-knowledge and leadership competence. Specifically, the model emphasizes three values: Group, Individual, and Societal/Community.
The Seven C's of Leadership
Within the three core values, the model utilizes seven critical values known as "the Seven C's of Leadership."
- Consciousness: Self- awareness of the beliefs, values, attitudes, and emotions that motivate one to take action.
- Congruence: Thinks, feels, and behaves with consistency, genuineness, authenticity, and honesty.
- Commitment: Motivational energy to serve and that drives the collective effort. Commitment implies passion, intensity, and duration.
- Collaboration- Works together in a common effort. It constitutes the cornerstone value of the group leadership effort because it empowers self and others through trust.
- Common Purpose: Works with shared aims and values. It facilitates the group’s ability to engage in collective analysis of the issues at hand and the task to be undertaken.
- Controversy with Civility: Recognizes two fundamental realities of any creative group effort: that differences in viewpoint are inevitable, and that such difference must be aired openly but with civility.
- Citizenship: Process whereby the individual and the collaborative group become responsibly connected to the community and the society through the leadership experience.
- Change: Provides purpose to the 7 C’s. Change equals the goal of the creative process of leadership: to make a better world and a better society for self and others. All seven values accomplish the transcendent “C” of change.
-Astin, Helen S. and Alexander W. Astin. A Social Change Model of Leadership Development Guidebook Version III. The National Clearinghouse of Leadership Programs, 1996.
- The Division of Student Affairs provides ongoing opportunities for staff to receive on-going instruction on best practices and methodologies in assessment by way of live and archived webinars, as well as guidance from an assessment consultant. To that effect, these assessment tools are instrumental with crafting annual reports, and planning and assessing programs and initiatives. Staff can access these features through Baseline in Campus Labs.
- The Division of Student Affairs has cultivated a database of student involvement that links engagement with existing student data, including participation in programs, clubs, organizations elections, and the ability to generate a wide range of reports. Additionally, staff can communicate with groups, conduct elections, and approve events through Engage.
- September: Assessment Consultations
- September 30: Annual Assessment Reports due to the VPSA
- October 31: Annual Assessment Reports due to the OAA
- December Assessment Consultations
- May: Data Consultations
- June 1: End-of-the-Year Assessment Reports due to the VPSA
- June 30: End-of-the-Year Assessment Reports due to the OAA
- July 1: Points of Pride due to the VPSA
- August 1: Metrics due to the VPSA
- September 1: VPSA Summary Report due to the OAA