The Tulane University Leadership Framework was developed to provide language to students, faculty, and staff about how a student becomes a leader during their time at Tulane. The framework is based on the Social Change Model of Leadership Development (Higher Education Research Institute [HERI], 1996). This model states that leadership is collaborative, purposeful, and based on different values that can affect positive social change.
The Social Change Model incorporates several key assumptions:
- Leadership is collaborative.
- Leadership is a process rather than a position.
- Leadership should be value-based.
- All students (not just those who hold formal leadership positions) are potential leaders.
- Service is a powerful vehicle for developing students' leadership skills.
The social change model also has two primary goals.
- To enhance student learning and development; to develop in each student greater
- Self-knowledge: understanding of one's talents, values, and interests, especially as these relate to the student's capacity to provide effective leadership.
- Leadership competence: the capacity to motivate oneself and others to serve and work collaboratively.
- To facilitate positive social change at the institution or in the community - actions which will help the institution/community to function more effectively and humanely.
The Social Change Model of Leadership defines 7 C's of Leadership, which can be broken down in to individual values, community values, and group values. These values all contribute to the goal of positive social change.
Individual Values
- Consciousness of Self: Understanding the values of self and other, how change happens, one's own strengths and weaknesses. A commitment and readiness for positive social change and the ability to give feedback and reflect is important.
- Congruence: Knowing the personal values and that values are relative to the individual. This involves a commitment respect for different opinions, commitment to self-evaluation, and ability to work with a team towards a shared purpose.
- Commitment: Understanding the goals and targets of one's self and group, being aware of personal values, passions, and motivations. Engagement, involvement, and discipline are important values to take willful action.
Group Values
- Collaboration: Collaboration includes intercultural awareness and competence. It also focuses on listening, speaking, and reflective dialogue. This builds the belief that working together can generate more impactful, creative solutions while fostering trusting relationships among group members.
- Common Purpose: The core mission and values is important to know and recognize in every group. This involves a commitment to the group and the vision while focusing on the social responsibility of the team. Inclusive mindsets, decision-making skills, and the ability to work alongside and with others is key.
- Controversy with Civility
Community Values
- Citizenship: Social responsibility and larger social values are key for leaders to focus on. Challenging assumptions, advocacy, diplomacy, and an appreciation are key to citizenship. Understand the rights and responsibilities, social justice, and personal and community values to be successful. Belief in one self and ability to make a difference, while focusing and thinking with an ethic of care is vital.
The Main Goal
- Change: Change is a process. There will be resistance to change at every level. Self-confidence and willingness to step outside of one's comfort zone will allow a person too articulate their vision and influence systems. Change is the value "hub" which gives meaning to the model and the goal of the creative process of leadership. The courage involved in change is great and the willingness to take the leap may require acceptance of discomfort, ambiguity, and/or transition. Leadership requires that change be attempted and enacted.
