This chapter explores the concept of bridge leadership within the context of student activism and student activist leadership on college campuses. This work seeks to uncover certain types of leadership that can often be rendered invisible in social movement spaces.

This chapter explores how two student activists used their roles as student body presidents to lead their campuses to protest the Kent State Shootings in 1970. The administrative responses and their strategies for working with activists are also explored.

This chapter highlights nontraditional forms of leadership development in student organizations. Using the social change model for leadership as a framework, the authors discuss the ways in which collectivist and activist approaches can result in similar skills obtained through traditional forms of leadership development.