Student leadership
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Student Leadership. By: Rhys Andrews. Why a Focus on Student Leadership?. Tomorrows leaders will be you We can help prepare you for leadership challenges We develop shared learning about leadership. Critical Elements of Student Leadership Development. Partnerships between staff and students

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Student Leadership

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Student leadership

Student Leadership

By: Rhys Andrews


Why a focus on student leadership

Why a Focus on Student Leadership?

  • Tomorrows leaders will be you

  • We can help prepare you for leadership challenges

  • We develop shared learning about leadership


Critical elements of student leadership development

Critical Elements of Student Leadership Development

  • Partnerships between staff and students

  • Provide you with decision making power and responsibility for consequences

  • Provide a broader context for learning and service

  • Recognize your experiences, knowledge and skills


A long definition of leadership by kouze and pozner 1995

10 Things to Think About

Search out challenging opportunities

Experiment, take risks, and learn

Envision an uplifting future

Enlist others in a common vision

Foster collaboration

Strengthen people by giving power away

Set an example; develop shared values

Achieve small wins; consistent progress

Recognize individual contributions

Celebrate team accomplishments

Leaders are at their best when they:

“challenge the process, inspire a shared vision, enable others to act, model the way, and encourage the heart”

A Long Definition of LeadershipBy: Kouze and Pozner (1995)


An outline for student leadership

An Outline for Student Leadership

1. Leadership from Within

Leadership through Service

4. Leadership for the Future

2. Leadership with Others

3. Leadership in the Community


Leadership from within

Leadership from Within

Develop Skills, Knowledge and Attitudes in:

  • Classical and contemporary leadership

  • Personal awareness

  • Communication skills

  • A personal definition of leadership


Leadership with others

Leadership With Others

Develop knowledge, skills and attitudes in:

  • Authentic leadership

  • Balancing “being” and “doing”

  • Working successfully in teams

  • Conflict resolution


Leadership in the community

Leadership in the Community

Develop knowledge, skills and attitudes in:

  • Community values

  • A personal definition of community leadership

  • A community leader skill set

  • Appreciative inquiry


Leadership for the future

Leadership for the Future

Develop knowledge, skills and attitudes in:

  • Local, regional and global issues

  • Personal interests and values around issues

  • Collaborating and building consensus


Self awareness

Self Awareness

  • We have perceptions

  • We make sense of our perceptions

  • We see what we believe and what we want to believe

  • We make up negative stories more often

  • We attribute error to others

  • We project (what we see outside of us is what is inside of us)

  • We have mental models


How to defeat perceptions and sense making

How to Defeat Perceptions and Sense Making?

4 skills to defeat these two norms of human behavior:

  • Self awareness – know mental maps, etc.

  • Descriptiveness – know own experience and how to describe it to others (be discerning)

  • Curiosity – ask questions and listen

  • Appreciation – be positive and appreciate others


Window on the world

Window on the world

What does your window on the world look like?

  • your assumptions

  • your beliefs

  • your attitudes

  • your values


Ladder of inference

Ladder of Inference


Open talking and listening we need to do both

Open Talking and Listeningwe need to do both

  • Talking openly – willing to expose to others what is inside us

  • Listening openly – willing to expose ourselves to something new from others

  • Doing both opens new realities


Open talking

Tell a personal experience about leadership to a friend.

Listen intently to the story and paraphrase.

When somebody speaks personally, passionately, and from the heart, the conversation deepens.

Speak up and speak in the here and now – think, feel, sense, want, and do.

Open Talking


Open listening

Open Listening

  • Remember the root of not listening is knowing if I already “know” the truth, why do I need to listen?

  • How do you feel when you are listened to?

  • What do you learn when you listen to others?


Student leadership

  • Your experience is not what happens to you, but what you do internally with what happens to you. You create your experience. Ron Short

  • The quality of life depends on what happens in the space between stimulus and response

    anonymous


Authentic leadership

Authentic Leadership

  • Behavior

  • Practices

  • Skills

  • Self

    • Framing

      • Character

        • Alignment

  • Doing Being


    Moving from inauthentic to authentic

    Moving from Inauthentic to Authentic

    • What feels right

    • Sharing my truth in the moment

    • Self fulfilling – we are authentic to authentic people

    • Be true to your values

    • My barriers do not have to be there


    The best time to plant a tree is 20 years ago the second best time is now chinese proverb

    The best time to plant a tree is 20 years ago. The second best time is now.Chinese proverb


    Trust

    Trust as belief in someone versus obligation

    The goal – an equal partnership

    Why is trust important to you?

    How do you know when someone trusts you?

    If I believe you are capable we are in this together

    If I expect you to take some action it requires dependency

    Trust


    Why team

    Team supports a set of values ( listening, community, feedback, dialogue)

    Shared responsibility

    Process and results

    Support

    Open communication

    Collaboration

    Team is recognized

    Try out ideas

    Conform to team standards

    Preparation for future

    Better problem solving

    Why Team?


    Student leadership

    Disablers of Teamwork Triangle

    Avoid Accountability

    Lack of Commitment

    Fear of Conflict

    Absence of Trust

    Inattention to Results


    Appropriate assertiveness

    Appropriate Assertiveness

    • Using “I” statements to be clear

    • State your case without arousing the defenses of the other person


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