International Approaches to Developing Leadership Identity, Capacity, and Efficacy

To what degree are leadership identity, efficacy, and capacity shaped by western ideals of individualism, colonialism, imperialism, capitalism, and patriarchy? How do cultural norms and stereotypes affect students' leadership development? What differences exist in applying the terms global, international, and transnational to partnerships and leadership learning? This article engages these questions and offers insights from a multi -year Japanese -U.S. partnership which developed strategies for integrating approaches to leadership development both within and across cultural contexts. The article critically examines leadership identity, efficacy, and capacity development of college students in both Japanese and U.S. contexts, and draws inferences for inter - and transnational leadership development. Examples include how the use of narratives and counter -narratives, deep and sustained collaborative international partnerships, and cultivating curiosity work to build a shared understanding of leadership learning and development across cultures. Julie E. Owen * Aoi Yamanaka Momo Waguri