Robert Brown is Director of Social Justice Education at Northwestern University, USA. Shruti Desai is Chief of Staff at the Gephardt Institute for Civic and Community Engagement at Washington University in St. Louis, USA.Craig Elliott is Assistant Vice President of Enrollment and Student Services and Assistant Professor at Samuel Merritt University, USA.

"I see this book as a welcome contribution to the literature on supervision, diversity, equity and inclusion. I respect the work that it is building upon and trust that it will spark further and deeper engagement as we continue to prepare the next generation of leaders in higher education."from the Foreword by Rev. Dr. Jamie Washington, President and Founder of the Washington Consulting Group"This work provides essential contributions on how to be a culturally competent leader and build and retain effective teams from an increasingly diverse workforce. It is a powerful addition to filling the gaping hole in the literature on social justice, equity, and diversity in organizational management."Anna K. Gonzalez, Ph.D., Vice President for Student Affairs & Dean of Students, Harvey Mudd College"This text is an essential call to supervisors and supervisees that encourages vulnerability and meaningful relationships, provides personal examples and strategies, and fosters necessary and transformative change. Authors provide a timely and critical analysis of supervision at individual, institutional, and systemic levels. Their holistic identity-conscious model is a tool that will help shift current and aspiring higher education and student affairs administrators and faculty from identity-neutral supervision to equity-focused practice."Christa J. Porter, Ph.D., Assistant Professor, Higher Education Administration, Kent State University"A powerful piece that is honest, frank and unapologetic. It’s a handbook that challenges you to serve through courage, respect and care, traits that are needed for our colleges and universities but often remain unfulfilled."John Mosby, PhD, President, Highline College"Such a poignant and timely book that engages the theory and puts it into practice. This book provides strategy and innovation around intersectional identities and how leadership rises to the challenge to address issues within their institution that meet the ever-changing complexities of our profession."Joseph Colón, Director, Office of Multicultural Affairs, Johns Hopkins University

• ForewordPrefaceAcknowledgementsList of Tables and FiguresChapter 1: IntroductionPart I: Action at the Individual LevelChapter 2: Relationships with Self and OthersChapter 3: Creating a Strong Sense of SelfChapter 4: Managing PowerChapter 5: Engaging with CouragePart II: Action at the Supervision LevelChapter 6: Fostering Identity ExplorationChapter 7: Critical Authentic Leadership: A Pathway to Balancing Identity and ExpectationsChapter 8: Engaging With ConflictPart III: Action at the Organizational LevelChapter 9: Sustaining Identity-ConsciousnessChapter 10: Influencing Institutional ChangeChapter 11: ConclusionAppendixAuthor BiosContributor Bios

Robert Brown is Director of Social Justice Education at Northwestern University, USA. Shruti Desai is Chief of Staff at the Gephardt Institute for Civic and Community Engagement at Washington University in St. Louis, USA.Craig Elliott is Assistant Vice President of Enrollment and Student Services and Assistant Professor at Samuel Merritt University, USA.

"I see this book as a welcome contribution to the literature on supervision, diversity, equity and inclusion. I respect the work that it is building upon and trust that it will spark further and deeper engagement as we continue to prepare the next generation of leaders in higher education."from the Foreword by Rev. Dr. Jamie Washington, President and Founder of the Washington Consulting Group"This work provides essential contributions on how to be a culturally competent leader and build and retain effective teams from an increasingly diverse workforce. It is a powerful addition to filling the gaping hole in the literature on social justice, equity, and diversity in organizational management."Anna K. Gonzalez, Ph.D., Vice President for Student Affairs & Dean of Students, Harvey Mudd College"This text is an essential call to supervisors and supervisees that encourages vulnerability and meaningful relationships, provides personal examples and strategies, and fosters necessary and transformative change. Authors provide a timely and critical analysis of supervision at individual, institutional, and systemic levels. Their holistic identity-conscious model is a tool that will help shift current and aspiring higher education and student affairs administrators and faculty from identity-neutral supervision to equity-focused practice."Christa J. Porter, Ph.D., Assistant Professor, Higher Education Administration, Kent State University"A powerful piece that is honest, frank and unapologetic. It’s a handbook that challenges you to serve through courage, respect and care, traits that are needed for our colleges and universities but often remain unfulfilled."John Mosby, PhD, President, Highline College"Such a poignant and timely book that engages the theory and puts it into practice. This book provides strategy and innovation around intersectional identities and how leadership rises to the challenge to address issues within their institution that meet the ever-changing complexities of our profession."Joseph Colón, Director, Office of Multicultural Affairs, Johns Hopkins University

• ForewordPrefaceAcknowledgementsList of Tables and FiguresChapter 1: IntroductionPart I: Action at the Individual LevelChapter 2: Relationships with Self and OthersChapter 3: Creating a Strong Sense of SelfChapter 4: Managing PowerChapter 5: Engaging with CouragePart II: Action at the Supervision LevelChapter 6: Fostering Identity ExplorationChapter 7: Critical Authentic Leadership: A Pathway to Balancing Identity and ExpectationsChapter 8: Engaging With ConflictPart III: Action at the Organizational LevelChapter 9: Sustaining Identity-ConsciousnessChapter 10: Influencing Institutional ChangeChapter 11: ConclusionAppendixAuthor BiosContributor Bios