Transforming Student Leadership: From Outdated Ideologies to Future-Ready Practices
In today’s educational landscape, the question of how schools cultivate leadership skills among students is more important than ever. Drawing from a wide range of perspectives and research insights, this article explores the crucial role schools play in preparing our leaders of tomorrow. By examining existing literature and personal experiences, my aim is to discuss the limitations in current approaches to student leadership development and propose practical and actionable solutions.
Identifying the Problem:
Researchers have long debated the importance of nurturing leadership skills among students. I reference the research papers I have drawn from upfront in place of referring to each idea, as they are most often collated, as well as interpreted through the lens of this article focus; (Anderson & Lu, 2017; Davies, 2011; Hine, 2014; Hodkinson, 2017; Hoyt & Kennedy, 2008; Lavery & Hine, 2013, 2013; McNae, 2011; Geyer 2023).
With students poised to assume diverse leadership roles in society as they leave their educational years, it’s evident that their formative experiences in schools heavily influence their leadership styles and capabilities. However, existing paradigms of student leadership are often outdated and are showing to fail to equip students with the skills they need for future success. Researchers who have highlighted the student voices specifically show that student leadership positions are frequently perceived as token gestures rather than meaningful opportunities for growth and development. It has also been shown that whilst a great deal of thought and process goes into the student leader election process, that the support during the leadership period of the students is found wanting. Research suggests that in many cases it is assumed that students have appropriate leadership skills already in place when elected, which is most often not the case.
Exploring Solutions:
While schools have increasingly prioritised leadership development since the early 2000s, there remains a lack of consensus on effective and relevant training methodologies for student leaders. Moreover, many students who don’t hold formal leadership positions are overlooked in leadership development efforts. To address these issues, it’s helpful to shift our focus from a narrow view of leadership as a role-based activity to a broader understanding that leadership applies to everyone. By instilling a sense of personal leadership identity in all students, schools can lay the groundwork for a more inclusive and impactful approach to leadership development. Having a personal leadership identity means that each student understands that leadership is relevant to them in some way, and that not “only leaders do leadership”.
Proposed Solution:
Our research at EnQPractice is ongoing and aims to bridge the gap between theoretical knowledge and practical application in student leadership development. Through fostering foundational self-awareness, self-leadership and collaboration skills, it has been shown that students can unlock their full potential as leaders. Their transition from “doing” to “being” represents a vital shift in the understanding and practice of leadership. An understanding and practice that emphasises empowerment and shared leadership over control and hierarchy. It is possibly no coincidence that student leadership positions were first created as a “preparation for power” by Dr. Thomas Arnold, a school headmaster at Eton School in the UK from 1820 to 1842. Outdated in context is possibly an understatement for these positions which function similarly in many schools still today. The time has surely come to modernise these practices for our future leaders.
Invitation to Action:
As we continue our research, we invite you to join us at our upcoming events across South Africa and New Zealand. For those who cannot attend any of the live events we invite you register for our on-line event. These interactive sessions offer a unique opportunity to collaborate, exchange ideas, and collectively rethink student leadership for the future leaders within our care and our influence.
In Closing:
The journey to redefining student leadership begins with acknowledging its shortcomings and embracing innovative solutions. Your participation in these events is not only an opportunity for personal growth but also a contribution to shaping the leaders of tomorrow. We look forward to seeing you there.
Yours in Leadership Preparation,
Dr. Sandy Geyer.
Article References:
Anderson, Michael., & Lu, F. (2017, February 21). Research: How Leadership Experience Affects Students. Harvard Business Review. https://hbr.org/2017/02/research-how-leadership-experience-affects-students
Davies, B. (2011). Learning to Lead: What Constitutes Effective Training for Student Leaders in New Zealand Secondary Schools? [Open Access Te Herenga Waka-Victoria University of Wellington]. https://doi.org/10.26686/wgtn.17011682
Geyer, S. (2023). A practitioner inquiry and framework for seeding entrepreneurial leadership as part of identity formation in teenagers [Te Pūkenga – New Zealand Institute of Skills and Technology]. https://doi.org/10.34074/thes.6046
Hine, G. (2014). Student Leadership Development: A Functional Framework. Journal of Catholic Education, 18(1), 79–110. https://doi.org/10.15365/joce.1801052014
Hodkinson, S. (2017). Leadership for all: An investigation into the benefits of student leadership in secondary schools. https://doi.org/10.26021/9589
Hoyt, M. A., & Kennedy, C. L. (2008). Leadership and Adolescent Girls: A Qualitative Study of Leadership Development. American Journal of Community Psychology, 42(3–4), 203–219. https://doi.org/10.1007/s10464-008-9206-8
Lavery, S. D., & Hine, G. S. C. (2013). Catholic school principals: Promoting student leadership. Catholic Education: A Journal of Inquiry and Practice, 17(1), 41–66. https://doi.org/10.15365/joce.1701032013
McNae, R. (2011). Student Leadership in Secondary Schools: The influence of school context on young women’s leadership perceptions. Leading and Managing, 17(No.2), 36–51.