Crystal ball - looking back and forward in leadership learning

The emergence of the focus on leadership learning goes back to the 1970s and probably even earlier. This movement has spawned an "industry" (Kellerman, 2018) that spans sectors, disciplines, and cultures. Student affairs educators have been part of this movement from the beginning and have made significant contributions along the way, including the advocacy for comprehensiveness, coherence, access and inclusion, and evidence-based practice.

However, some scholars have continued to challenge leadership educators for the lack of return on investment. I have enjoyed numerous interactions with Barbara Kellerman as she has pushed leadership scholars, educators, and consultants to get serious by committing to proving their worth. Where I find myself today is continuing to try to bridge organizational barriers, sectors, and international boundaries to advance leadership learning that makes a difference.

With the number of years I've been in the orbit of leadership studies and education, I've had several opportunities to be interviewed on my recollection of the last almost 50 years of advancing leadership learning. Being interviewed by Vernon Wall at the 2024 Leadership Educators Institute gave me another opportunity to gaze into the crystal ball. Following are the questions and the responses I offered.

Looking back on your 50+ year career, what were the moments and circumstances that were most formative in the way you viewed your work?

There were three very significant awakenings for me. The first was in my early career while working and pursuing my Ph.D. at the University of Maryland. When I first went to Maryland I worked in the Orientation Programs but I brought with me from my Colorado State days a very different view of students' roles. I saw the potential, and advocated, for greater responsibility of student leaders empowered by deeper training and development. Fostering deeper student leadership involvement in Orientation led to my being invited to start the leadership programs at Maryland, a task I pursued by engaging with ACPA in the creation of the comprehensive leadership program model that was published in 1981 (Student Leadership Programs in Higher Education). This involvement started me down a path of studying and conceptualizing leadership learning throughout my career.

The second instrumental moment was getting acquainted with one of the founders of student affairs work, Dr. Esther Lloyd-Jones. Her view of student affairs as a catalyst for institutional engagement and empowerment of deeper student learning changed forever how I viewed my work as a student affairs educator.

The third transformative moment relates to international exposure. I first worked and traveled internationally when I was selected as a Visiting Scholar for Miami University's Luxembourg campus in 2005. This experience then led to my accepting the invitation to create the student support, service, and development area for Education City in Doha, Qatar, as Assistant Vice President for Faculty & Student Services for Qatar Foundation. The initial experience in Europe and later work for 7 years in the Middle East transformed my view of higher education and how culture needed to be accommodated or embraced.

What do you see as the central principles of cultivating leadership learning over the years, what issues have been most central and consistent?

There are five central principles that have endured and that I believe leadership educators should continue to observe:

• The capacity to lead is present in everyone and is found in both positional and non-positional examples.
• Fostering deeper leadership requires a personal development progression (e.g. presence, flow, and oscillation that I proposed in Deeper Learning in Leadership, 2007).
• The importance of values in leadership with humility, curiosity, and respect for difference as central concerns. (The Social Change Model is the most notable in advancing values in leadership.)
• Inclusive leadership achieved through multiple purposes (training, education, and development), multiple processes (programs & pedagogies), and offered to multiple populations. These principles were advocated by the ACPA Commission IV Task Force beginning in 1976.
• Partnerships to advance the work along with comprehensive and coherent models. This commitment is demonstrated in the subsequent inter-association collaborations that included other student affairs groups, crossing to academics, and actualized in the multi-sector perspective of the International Leadership Association.

How has your view of cultivating leadership changed as a result of your international work and travel?

I want to first acknowledged what a privilege it has been to travel and work internationally. My first experience was at age 57 and I have had so many opportunities since then, most of which are covered throughout this blog. For those of us who have this privilege, I believe it is important to not flaunt it but to humbly acknowledge our privilege, consider how critical theory might inform it, and seek to learn from it.

There is a quirk in this emergence of international understanding and it is my personality, one informed by an artist's spirit and training in music. I recently discovered Emilie Wapnick's idea of the "multipotentialite" personality which was stunning in how well it described me. The multipotentialite has the following characteristics:

• Non-linear career path
• Make connections between seemingly unrelated concepts
• Get bored when things get too easy
• Excel at idea generation
• Abhor routine and predictability
• Not afraid to try new things

The multipotentialite lens in me leans into experimentalism, coupled with empiricist curiosity. I did not always understand this about myself but realizing and leaning into it made me more comfortable in my career and life choices and this has been immensely affirming. It also made international travel and work incredibly interesting. Living internationally and having the opportunity to travel started me down a path of preparing for cultural encounter, remaining curious, and approaching experience with appreciation. 

I gradually realized that the cultural lenses that we use in the U.S. are useful but incomplete. The primary reason I say this is that much of what I've seen in cultural learning is comparative/competitive rather than appreciative. When you think of the way difference is explored, it is often conceived in a superiority versus deficit paradigm. I've written about this in my more recent publications but I recently focused on the implications for leadership training in a chapter that came out in the New Directions in Student Leadership series, titled "Incorporating an international perspective in training" (Roberts & Nyunt, 2024). This article advocates for leadership educators to become internationalists in their world view, challenge the standard leadership theory canon, and check their pedagogical practices. These three areas are complemented by pointers that will enhance leadership learning for international and all students.

Looking to the future of cultivating leadership learning, where do you see the need for greater focus and attention?

Proving the value of leadership learning, welcoming conflict and dialogue, and internationalizing our content and processes will become increasingly important. Add to these the advice offered by Satterwhite & Botkin (in press) that "leadership scholarship and learning needs to incorporate the emergence of collective leadership paradigms, include indigenous and diverse cultural perspectives, incorporate diverse andragogy and settings for learning, commit to inclusion and belonging of all learners."

It's also important that leadership learning include a heuristic understanding that can be comprehended and put into action. A heuristic approach will allow for the conceptual framework to be central, coherent, and serve as a catalyst to pervasively cultivate leadership potential that fulfills both individual and shared aspirations.

What are your deepest concerns and/or predictions about leadership and higher education in the coming years?

My deepest concerns relate to confronting bad leadership, paying more attention to active followership, incorporating critical perspectives, and instilling hope.

There are issues that haven't changed since we started this work and there are some new issues that offer expanding opportunity for us. My hope is that we double-down on the constants and step up on the newer opportunities.

Things that haven't changed:

• Advocating for the cultivation of core values that enhance the potential for positive leadership - humility, curiosity, respect for difference...
• Cultivating habits of character that support purposeful and generative leadership
• Infusion of leadership learning through partnership with others on campus and in the community
• Cultivating leadership through coherent and comprehensive commitments

Things that are expanding our opportunities:

• Creating positive organization culture as a central responsibility of leadership
• Understanding leadership as a continuum of followership to leadership and the growing necessity to pay attention to responsible followership and bad leadership
• Incorporating an international perspective
• Increasing emphasis on standards/principles and proof of impact (i.e. CAS Standards, ILA General Principles, Carnegie Leadership for Public Purpose elective classification)
• Integrating broader perspectives informed by critical examination for colonialism, racialization, and culture
• Instilling critical hope in the face of cynicism and pessimism