Leadership and Counseling Psychology: Dilemmas, Ambiguities, and Possibilities

Abstract

In this article, I introduce the scientist–practitioner–advocate–leader model as a strategy for addressing the rapidly changing context for psychologists and psychology. The concept of counseling psychologists as learning leaders is derived from the foundations and values of the profession. Incorporating leadership as a core identity for counseling psychologists may create new directions for science and practice as we increasingly integrate multicultural identities, training, and diverse personal backgrounds into social justice initiatives. The article presents six dilemmas faced by counseling psychologists in assuming leadership as part of professional identity, as well as eight learning leader behaviors that counseling psychologists could integrate in their management of ambiguity and uncertainty across various levels of human organization. The article concludes with a discussion of future possibilities that may arise by adopting leadership as part of the role and core identity of counseling psychology.