Non-Native English Speakers and the Development of Socially Responsible Leadership During College Jiajun Liu (bio), Shouping Hu (bio), and Ernest T. Pascarella (bio) Developing leadership capacity for college students is a fundamental goal of higher education institutions (Astin & Astin, 2000). Contemporary perspectives consider leadership development of college students to be a process toward equity, social responsibility, and positive changes to the community (HERI, 1996). This process values the importance of understanding oneself and working with others for college students from all backgrounds. Further, promoting socially responsible leadership among college students is increasingly important with the ongoing pandemic and the growing awareness of racial injustice. At the same time, colleges and universities have been striving to meet the needs of diverse student populations. Since conveying ideas and working in teams are integral in leadership development, language background can be an important factor shaping college students' leadership capacities. In this study, we were interested in the leadership development of non-native English-speaking (NNES) students. NNES students are likely to be Students of Color, immigrants, or born in the US but speak another language at home (Liu et al., 2019; Nuñez et al., 2016). These students are receiving increased attention given their growing numbers in educational systems. According to the U.S. Census Bureau (2020), about 1 in 5 US residents speaks a language other than English at home. To date, there remains a dearth of knowledge regarding the leadership development of this student group. This presents a challenge to postsecondary educators and practitioners in their effort to meet the needs of these students. As such, the research question guiding our study was: Is being a non-native English speaker related to student leadership development during college? LEADERSHIP DEVELOPMENT AND NNES STUDENTS Perspectives on leadership development have evolved over time (Astin & Astin, 2000). Early research at the college level examined the attributes of student leaders (Astin, 1993). Later, scholars advocated for exposing all students to socially responsible leadership as a process for acquiring the values and perspectives necessary for leading positive changes. As such, leadership development should not focus on a select few [End Page 218] but on all who desire to work with others and make changes (HERI, 1996). More recent studies have explored the influence of student demographics on leadership development. Dugan et al. (2008) found that women had higher scores than men on socially responsible leadership. Hu (2011) examined high-achieving low-income students and found that scholarship awards can motivate students to engage during college and, hence, gain desired leadership development. Duckworth (2002) suggested that family values and cultural networks could influence the leadership involvement of international students. For NNES students, coming from a different language background can influence how ideas are communicated and understood. Additionally, NNES students tend to be less engaged during college due to family responsibilities and financial constraints (Nuñez et al., 2016), suggesting that they may experience difficulties in developing leadership capacity. The present study explored this possibility. CONCEPTUAL FRAMEWORK This study drew on linguistic capital and the social change model (SCM) for theoretical guidance. According to Bourdieu (1977), the dominant language in a society is imbued with symbolic capital—that is, linguistic capital. Individuals speaking the dominant language possess communicative codes that can help them better access legitimate resources. For those who do not speak the dominant language, their ability to gain desired resources and outcomes can be limited. Linguistic capital is related to other forms of capital. More linguistic capital can help an individual gain other forms of capital, such as social capital. The SCM conceptualizes socially responsible leadership as inherently connected with making changes to benefit the common good (HERI, 1996). It includes eight core values: consciousness of self (awareness of one's values and beliefs), congruence (consistency between actions and thinking), commitment (motivation and passion to serve), collaboration (team effort to achieve common goals), common purpose (ability to work with shared goals and values), controversy with civility (being able to accept different viewpoints and discuss the differences openly with civility), citizenship (connections to community and society through leadership activities), and change (adaptation to the changing environment while maintaining group values) (Dugan et al., 2008). In this study...