This chapter describes the role of two types of self-efficacy--leader self-efficacy and leader developmental efficacy--for enhancing leadership development. Practical implications for designing and developing leadership programs that take into account these two types of self-efficacy are discussed.

This article shares our experience using a job-embedded active learning approach to support candidates' growth as systems-focused equity leaders in the University of Washington's Leadership for Learning program. We describe how socio-cultural learning theory helped us shift from field-based application projects to job-embedded learning. Our…

The Gratitude Network, a nonprofit based in Pleasanton, California, has a unique and interesting approach to strengthening education for children globally. The organization accelerates the growth of high-impact social enterprises, both for-profit and nonprofit, working to improve the lives of children and youth around the world, primarily through…

Research demonstrates that strong leadership has a positive impact on school quality. School and district leadership is second to classroom instruction, in terms of its influence on student learning. In addition, effective leaders are an important factor in the recruitment and retention of high-quality teachers. Because of this, states are…

Formal leadership development programs enhance what students learn in the classroom by giving them powerful tools for personal and professional success. They are also a differentiator for many institutions. They help schools attract more high-ability students, distinguish themselves from peer institutions, and increase the value of a student's…

This application brief describes the implementation of a leadership education experiential and reflective written and presentation exercise to assist graduate and executive-level students to develop, articulate, and present their leadership philosophy to a small group of peers in effort to advance their leadership identity and prepare for an…

Coaching principals is a unique role. It is not facilitation, mentoring, or modeling. It involves the powerful skill of becoming a sincere thought partner with the coachee. Coaching principals is a calling and a commitment. It's a calling because it is humbling and other-centered. It's a commitment because seeing new practices emerge in principals…

In this article, I discuss the potential uses of the Department of Labor-sponsored Occupational Information Network (O*NET) in the classroom context. O*NET is a free, publicly available resource that provides an array of occupation-specific information, such as relevant tasks, knowledge, skills, abilities, and salary information. Tools such as the…

My vision of the future: The business school is not an architectural masterpiece across the river from the main campus. It now sits squarely in the middle of campus, a slightly worse for the wear place where students of all disciplines come and go. On campus, it is not even called The Business School. Instead, it goes by its nickname, "The…

This chapter outlines a process used by a large, public, research institution to create and implement a competency-based leadership development initiative across campus.

Of the nearly 3,000 early childhood undergraduate degree programs in the United States, only 2.9 percent focus on early childhood administration, management, or leadership. To address this gap and to support those already serving in leadership roles, institutions of higher education, state agencies, school districts, and other human services…

Creating a learning-centric environment for student employees enables work to contribute to student success, leadership development, and career readiness. Lessons from the IOWA GROW® and Illinois Leadership® Center programs are featured.

Leadership educators must demonstrate the contributions their programs make to the learning and development of students. This chapter provides an overview of assessment principles for educators to apply in their practices of mentoring, coaching, and advising.

To meet the needs of an increasingly diverse student population, leadership preparation programs must tackle the mutually-reinforcing goals of increasing the development of leaders from under-represented populations and cultivating culturally responsive leadership. This paper adds to the discussion of how best to improve leadership preparation by…

The advent of COVID-19 and the consequent imposition of a national lockdown from March 2020 in South Africa spurred South African universities to introduce new remote ways of delivering their curricula and offering extra-curricular activities. Some of these new modes of delivery tended to disadvantage already socio-economically disadvantaged black…