ABSTRACT
This case discusses the nexus between authentic leadership theory (Northouse, 2016) and self-authorship theory (Magolda, 2004). Authentic leadership theory asserts that leaders possess self-awareness, clear beliefs and values, and the desire to serve others; whereas, self-authorship theory provides a framework for understanding how college students develop a strong sense of self. Since college students must develop values that foster a strong sense of self to become authentic leaders, this case examines what is required for college students to become authentic leaders and how universities can tailor instruction to support their personal growth and leadership development. The reader is placed in the role of a university president and challenged to consider strategic questions related to the course design, positioning, and staffing for a new leadership development course in a regional public comprehensive university.
