The Haas Center offers several programs for students involved in service to develop their leadership skills:
The Haas Center for Public Service employs an approach to leadership development based on the following principles:
The vision behind our work in developing students as leaders is to develop thoughtful, skilled and reflective practitioners equipped to effect positive social change. Everyone has the potential to exercise leadership, whether in formal positions or not. Our goal is to have students understand what is involved in ethical and effective leadership, and to assess and develop their own abilities so that they are more confident and able to provide leadership when in situations requiring it.
Our approach to leadership development includes attempting to teach students a set of practices (or skills) that James Kouzes and Barry Posner, authors of The Leadership Challenge, refer to as the “five practices of exemplary leadership" and corresponding ten commitments.
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
We chose the “Leadership Challenge" model because it is based on empirical research, and it is easy to understand and internalize. There is an assessment instrument, The Leadership Practices Inventory, which has a student version, thus facilitating a process of assessment and program planning to teach students the relevant practices.
For more on the model, see Kouzes, James M. and Posner, Barry Z., The Leadership Challenge, 3rd ed., San Francisco, CA: Jossey-Bass, 2002.
The values which underlie our work with students in leadership development are based on those articulated by Stanford constituencies in the Principles of Ethical and Effective Service. These basic values reflect similar sentiments to much of what is embodied in the nationally-known Social Change Model of Leadership (also developed to teach leadership in the context of public and community service). Following are the core values/principles in which we ground our teaching about leadership in a service context:
For more information on this model, see Bonous-Hammarth, M., "Developing Social Change Agents: Leadership Development for the 1990s and Beyond," in Outcalt, C.L. et al., Developing Non-hierarchical Leadership in Companies, Westport, Conn.: Greenwood Press, 2001.
In addition to the vision, practices and values guiding the Haas Center’s leadership development efforts, we have identified six key elements that we believe contribute to a well-rounded approach to leadership development programming: