Leadership Framework


The Bates Leads Leadership Development Framework is aligned with best practices, grounded in equity and inclusion, and advances our commitment to educating the whole person. It will be shaped and reshaped to reflect our efforts to strive for equity, inclusion, and access. It will guide the design, implementation, and execution of all campus leadership programs. The framework serves as a reference to evaluate and align existing leadership programs and to develop new leadership programs. Our objective is that all Bates students have access to leadership development.







Individual Capacities

Consciousness of Self and Impact

Congruence

Commitment

Group Capacities

Collaboration

Common Purpose

Controversy


Community Capacities

Civic Agency

Outcome

Change

Knowing

What does this capacity mean or involve?

Being

What sensibilities, characteristics, and priorities are cultivated?

Doing

What actions are called for? What would this look like in practice?

Consciousness of Self and Impact

Knowing

Being

Doing

Awareness of one's beliefs, values, attitudes, and emotions; recognition that these are shaped by cultural context and other external forces.

Self-awareness, including one's inherited and positional power and privilege.

Awareness of one’s impact on individuals and community, recognizing the impact of each action and inaction

­ Self-awareness

Emotional intelligence

Self-acceptance

Conscious mindfulness

Grounding In

Agency

Awareness of the self as shaped by and able to respond to systems of power

Awareness of the self as always under construction, not static

Recognition that mistakes and failure can be opportunities for growth

Equity, inclusion, access, and anti-racism

Ability to receive feedback about one’s impact and use it as direction

Self-worth

The worth of others

Being introspective and self-reflective

Being self-aware and intentional

Using “I” statements when expressing opinions

Considering the impact of one’s words and actions on others

Developing empathy

Taking care of oneself

Taking care of one’s community and communal space

Being confident in one’s own worth

Creating space, giving up space

Creating access

Asking for what others need

Asking for help

Intentionally elevating marginalized and minoritized voices, bodies, and work (BIPOC, LGBTQAIP2+, First Generation, and female-identified peoples)

Congruence

Knowing

Being

Doing

Alignment of values, beliefs, attitudes, and emotions with actions in the world.

­ Authenticity

Alignment

Connection of values with behavior

Intentionally challenging one’s own values

Creating space for values that do not match one’s own

Resisting the “normalizing” of one’s own values as the only correct set of values

Acting with consistency, honesty, and transparency

Integrating individual or collective values with behavior

Identifying one’s “why”

Listening for other people’s “why”

Being willing to challenge or change one’s “why”

Communicating with consistency

Commitment

Knowing

Being

Doing

The passion, energy, creativity, and follow-through one brings to ideas, pursuits, and collective goals.

­ Internal motivation

Willing involvement

Purposeful investment

Awareness of one's personal limitations and that commitment can be difficult

Adaptability

Perseverance

Responsibility to self and others

Accountability

Equity, inclusion, access and anti-racism

Engaging

Participating

Following through

Persisting

Being accountable

Establishing and maintaining interpersonal boundaries

Using challenges/setbacks as fuel in the process

Learning when to say “no” to prospective activities or commitments

Collaboration

Knowing

Being

Doing

Working reciprocally with others.

Working across differences to achieve a shared goal.

Bringing multiple perspectives, diverse experiences, and individual creativity to bear on a pursuit.

­ Teamwork

Respect for others

Diversity as an asset and strength

Equity, inclusion, access, and anti-racism

Empathy

Listening

Being aware of one's verbal and non-verbal communication

Reciprocity

Receptivity

Flexibility

Creativity

Recognition that collaboration is inevitably contextual and culture-bound

Mindfulness of power inequities

Awareness and maintenance of interpersonal boundaries

Building consensus

Working together for a common purpose

Sharing knowledge and skills

Considering how power and privilege are at work and striving for equity, inclusion, and access

Listening actively and deeply

Being a creative problem solver

Negotiating

Acting reciprocally

Admitting and learning from mistakes

Not rushing to, assuming, or forcing consensus

Asking who is missing or excluded and inviting them to the table

Prioritizing the experiences or perspectives of those whose well-being is most at stake

Receiving feedback on your impact

Common Purpose

Knowing

Being

Doing

Cultivating a shared goal, direction, and sense of responsibility.

­ Equity, inclusion, access, and anti-racism

Focus

Shared risk and benefit

Creativity

Teamwork

Accountability

Trust

Communication

Listening, learning, and acting together toward a shared goal

Building consensus

Sharing the work equitably

Being inclusive

Ensuring access

Continually re-evaluating what is and might be held in common

Receiving feedback on one's impact

Controversy

Knowing

Being

Doing

Acknowledging conflict, controversy, and dissent as opportunities for new insight, or new direction or deeper relationships.

Disagreeing with others in a spirit of curiosity and learning.

Disagreeing or dissenting from the norm without dehumanizing others.

­ Openness

Recognition of the importance and creative potential of dissent/disagreement

Patience

Vulnerability

Generosity of spirit

Curiosity

Courage

Conviction

Creativity

Communication

Readiness for difficult conversations

Mediation/conflict resolution skills

Relationship

Articulating one’s truth

Welcoming dissenting perspectives and different points of view

Learning from conflict while protecting vulnerable populations

Using difference as a point of strength, creative intervention, and growth and direction

Acknowledging the fundamental humanity and dignity of those with whom you disagree

Learning from mistakes

Ongoing training and development around mediation, conflict resolution, and difficult conversations

Civic Agency

Knowing

Being

Doing

Embracing one's capacity and responsibility to work with others to advance communal goals.

Actively supporting people's full participation in the decisions, systems, and processes that impact their lives and communities.

Recognizing the impact of one's choices on others.

­ Concern for the common/public good

Willingness to confront injustice, inequity, lack of access, and racism

Careful attention to the perspectives and feelings of others

Collaboration

Interconnection

Social responsibility

Courage

Being involved in community/communities

Contributing to community efforts through, for example, volunteering, activism, and community organizing

Being truthful and authentic

Leveraging one's privilege to effect positive change

Standing and organizing with BIPOC people and movements

Change

Knowing

Being

Doing

Change is inevitable; make it positive.

Positive change is the goal toward which the other Cs are directed.

The ultimate goal of leadership is to effect positive change while supporting the dignity and agency of everyone involved.

Leadership includes the task of discerning when, specifically, change is necessary or desirable.

­ Positive perceptions of change

Commitment to equity, inclusion, access, anti-racism, social justice, and the public good

Recognition that change can be difficult

Comfort with ambiguity and transition

Self-confidence and self-worth

Patience

Willingness to move outside of one's comfort zone

Courage

Exposing current injustices or challenges

Developing a clear vision and plan of action to achieve positive change

Actively pursuing the desired plan of action

Identifying the impact of efforts and discerning when change is necessary or desirable

Being open to change and its challenges

Being open to having one’s position or perspective challenged

Being open to feedback on one's impact

Striving for social justice

Adapted from “Leadership for a Better World: Understanding the Social Change Model of Leadership Development” by Komives, Susan R., and Wendy Wagner