Astin and Astin (2000), W.K. Kellogg Foundation, note “leadership occurs when people become concerned about something and work to engage others in bringing about positive change” (p. 23). At the University of Arizona we have taken that philosophy and integrated it into every component of our course to help students learn about and engage in the social change process. In addition to course curriculum, readings, and classroom activities that expose students to the social change process, students are asked to complete a semester-long team Social Change Project using the social change process dealing with a social issue facing an underrepresented or oppressed group. This project challenges students to recognize the role of leadership in creating social change, giving students a context within which they can apply leadership concepts learned. It has made a lasting impact that some students note as being their most meaningful experience in college.
Research Article|
September 15 2006
Impacting Social Change Through Service Learning in an Introductory Leadership Course Open Access
Corey Seemiller, Ph.D.
Corey Seemiller, Ph.D.
Director of Leadership Programs Center for Student Involvement & Leadership University of Arizona Tucson
, AZ
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Publisher: Emerald Publishing on behalf of Association of Leadership Educators
Copyright © 2006, The Journal of Leadership Education
2006
The Journal of Leadership Education
This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/
Journal of Leadership Education (2006) 5 (2): 41–49.
Citation
Seemiller C (2006), "Impacting Social Change Through Service Learning in an Introductory Leadership Course". Journal of Leadership Education, Vol. 5 No. 2 pp. 41–49, doi: https://doi.org/10.12806/V5/I2/AB4
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