Introduction to the Social Change Leadership Development Model

The Social Change Leadership Development Model (the Social Change Model or SCM) was originally developed at the Higher Education Research Institute (HERI) in the mid-1990s and continues to evolve.  This model reflects the more recent evolution in leadership development scholarship as a whole, which purports that leadership is less about the individual characteristics of positional leaders (transactional leadership) and more about the way leadership functions in a larger context of a group or organization to accomplish change (transformational leadership).

The SCM has several key assumptions (Komives and Wagner, 2009): 

1.        The point of leadership is producing change in a purposeful manner that benefits others.

2.       Collaboration is a hallmark of leadership.

3.       Leadership is more about process than the formal position or title of the leader.

4.       Leadership is value-laden.

5.       Everyone is a potential leader, regardless of their title or position within an organization.

6.       Service is a powerful tool for learning leadership.

The goal of the SCM is to create positive social change either on behalf of the individual or an institution/community or society.  “Positive social change” is conceived here as helping a group – such as a work group, an organization, or society – function more effectively and more responsibly.  This is where the value-laden aspect of the model emerges.  The model assumes that any group should act for the betterment of the group itself and/or others, whatever that may mean in any given context.  Due to the name of the model, it is easy to assume that it only applies to those who work in non-profit, activist, or similar settings but a close reading of the model reveals that it can apply anywhere.  Wagner (2009) summarizes by saying:

It is an approach to leadership that is collaborative rather than coercive, civil and respectful rather than defensive, open to different perspectives rather than controlling and single-minded, and clear and consistent about values rather than hypocritical.  While the primary mission of a group may not relate to social change, leaders in a variety of contexts, such as business, sports, theater groups, or a group classroom assignment, can benefit from these approaches to working with others (p. 33).

The SCM looks at leadership from three lenses:  the individual, the group/organization, and the community/society.  Seven fundamental values (the Seven Cs) are critical to the model (Komives and Wagner, 2009):

·         Consciousness of Self

·         Congruence

·         Commitment

·         Collaboration

·         Common Purpose

·         Controversy with Civility

·         Citizenship

·         Change

We will explore the Seven Cs through the lenses of individuals, groups and community over the coming months.  Your comments, questions and stories are a critical part of this exploration so I invite you to reflect and comment in the comments section below.

What do you think of this model and the philosophical context?  Can everyone be a leader in some aspect of their lives?

References

Komives, S. R. and Wagner, W. (2009). Preface.  In Komives, S. R., Wagner, W. and Associates (Eds.), Leadership for a Better World (pp. xi-xxv). San Francisco, CA: Jossey-Bass.

Wagner, W. (2009).  What is social change?.  In Komives, S. R., Wagner, W. and Associates (Eds.), Leadership for a Better World (pp. 7 - 42). San Francisco, CA: Jossey-Bass.