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Numerous studies have provided evidence that interracial interaction can contribute to the development of leadership skills and behaviors for university students. Yet, little empirical research has been dedicated to understanding the effects of structural (compositional) racial diversity within leadership programs on program participant outcomes. This study examined the impact of the structural racial diversity of 50 leadership program sessions on student leadership capacity gains over time. A total of 667 participants in sessions coded as either “High,” “Moderate,” or “Low” with regard to racial diversity within the session served as the sample. Results from data collected immediately prior to, directly after, and 3-4 months after program participation suggest the training effects of a leadership initiative may be augmented by the recruitment of racially diverse participants.

The purpose of this paper is to explore the theme of centre and periphery in education through a study of the views and actions of the Reverend Samuel Marsden, New South Wales colonial chaplain, in relation to the education of Aboriginal people and Māori.

Taking a broad view of education, the author explores the contrasting models of education applied to Māori and Aboriginal youths, which exposed indigenous peoples to aspects of European life and emphasised a particular place in a developing racial hierarchy in the region.

The paper argues that Marsden was key to a process whereby Māori were brought into British imperial activity while Aboriginal people were relegated to the periphery of colonial interests in indigenous peoples.

By considering these educational “experiments” applied to indigenous peoples in the region together, this paper explores the role of imperial and colonial contexts, and developing discourses of race, on indigenous education.

This study followed 134 university students within a national sample for one or two years, from their initial participation in a LeaderShape Institute session. We examined the shape of their trajectories of leadership growth over this course of time, with particular focus on development long after the session had ended. We also investigated the degree to which additional formal leadership development opportunities statistically predicted leadership development. Results indicated a typical non-linear shape to development and suggested that most formal experiences, as a whole, possess little association with leadership growth when controlling for other experiences associated with leadership development in students.