The current case study investigates the application of a non-hierarchical leadership model at an urban public research university. Following a review of recent contributions to leadership theory, especially with regard to student development, the authors balance discussions of the values on which the program under review is based with descriptions of the practical structure of the program. In addition, they suggest means by which other campuses can tailor this program to their resources, opportunities, and needs. The case study concludes with a discussion of the programs effect on students cognitive and social development.
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Requires Authentication UnlicensedA Leadership Approach for the New Millennium: A Case Study of UCLA's Bruin Leaders ProjectLicensedDecember 1, 2001
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Requires Authentication UnlicensedClassifying and Assessing the Effectiveness of Student Judicial Systems in Doctoral-Granting UniversitiesLicensedDecember 1, 2001
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Requires Authentication UnlicensedFactors Influencing the Program Choice of Doctoral Students in Higher Education AdministrationLicensedDecember 1, 2001
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Requires Authentication UnlicensedPredicting the Social Commitments of College StudentsLicensedDecember 1, 2001
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Requires Authentication UnlicensedRelationship Between Student Recreation Complex Use, Academic Performance, and Persistence of First-Time FreshmenLicensedDecember 1, 2001
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Requires Authentication UnlicensedStudent Learning as a Framework for Student Affairs: Rhetoric or Reality?LicensedDecember 1, 2001
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Requires Authentication UnlicensedWhat Are the Buildings Saying? A Study of First-Year Undergraduate Students' Attributions About College Campus ArchitectureLicensedDecember 1, 2001