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