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| 18 Oct 2024 | |
| Written by Andrew Eunson | |
| The Wyvern Review |
King's College has long been known as a place of tradition, academic/sporting/cultural excellence, and community spirit. However, beyond the grandeur of its sandstone buildings and prestigious history lies an often-overlooked engine of its success: the partnership between staff and student leaders. This relationship is not just a functional aspect of the College’s management but a dynamic and essential force that shapes the very fabric of the King's College experience.
King's College was founded in 1912, and from its earliest days, the College adopted a model of leadership that involved not only the administration but also active student participation. This model was influenced by traditional collegiate systems in the United Kingdom, particularly at Oxford and Cambridge, where students played a significant role in the governance of their own communities.
At King's, the appointment of student leaders, such as the Student Club President and Student Club Executive, was designed to empower students to take an active role in shaping their own educational and social environments. This form of student leadership ensured that the College was not simply an academic institution but also a place where young men (at the time) could develop leadership, responsibility, and character.
The staff at King’s, especially the Master and Deputy Master (now referred to as the CEO and Deputy CEO), were always more than just administrative figures. They acted as mentors, facilitators, and collaborators in the development of the College's culture.
From its inception, King's College emphasised the importance of building a strong sense of community, where staff and students worked together to create an environment conducive to both academic success and personal growth.
At the heart of the partnership between staff and student leaders is the concept of mentorship. At King's, the staff’s role is not merely to oversee the day-to-day operations of the College but to actively mentor student leaders, guiding them in their responsibilities while encouraging independence.
CEO Greg Eddy and Deputy CEO Andrew Eunson with William Peterson (2025 ADSS)
Historically, this mentorship relationship has been crucial in shaping the culture of King's. Former student leaders have often spoken about the pivotal role staff played in their development, not just academically but as individuals, preparing them for leadership roles in society. This tradition of mentorship continues today through staff at King's College, as well as industry connections, who invest significant time in building relationships through mentorship with student leaders.
An important aspect of this relationship is the formalised leadership structures that exist at King's. The King’s College Student Club (KCSC) Executive, Associate Deans of Student Support (ADSS), Residential Leaders (RL) and Sporting/Community Captains work closely with the College staff members.
These regular interactions foster a deep understanding between staff and student leaders, allowing for a shared vision in the governance of the College. As part of this relationship, student leaders are provided with opportunities to take ownership of key aspects of college life, from organising social events to facilitating academic and wellbeing support for their peers.
Staff and students at the inaugural Boat Club Diner 2024
The mentorship model at King’s is not simply hierarchical; it is collaborative. Staff members provide guidance and support, but they also recognise the importance of empowering students to make decisions and take responsibility. This approach creates a unique environment where leadership is nurtured organically, and where students are encouraged to take risks, learn from their experiences, and grow into capable leaders.
The collaboration between staff and student leaders is evident in various facets of college life:
For students at King's College, the opportunity to take on leadership roles is one of the defining features of their experience. The College’s leadership system ensures that student leaders are entrusted with real responsibilities and that their decisions have a tangible impact on the College community. This autonomy fosters a sense of ownership and pride among student leaders, who see themselves as stewards of the College's traditions and values.
One key example of this autonomy can be found in the management of events. Social events, such as the College Ball and sporting competitions, are often organised by student leaders in collaboration with staff.
While staff provide oversight and logistical support, it is the students who take the lead in planning and executing these events. This responsibility not only allows student leaders to develop practical skills, such as project management and teamwork but also strengthens the sense of community within the College.
Deputy CEO Andrew Eunson with Archie Jackson (2024 ADSS) and 3rd Year Student Daniel Craig
The autonomy given to student leaders at King's College is not without its challenges. Leaders must navigate the complexities of balancing their academic responsibilities with their leadership duties, and they are often faced with difficult decisions that require careful consideration of the needs and interests of their peers. However, it is precisely these challenges that make the leadership experience at King’s so valuable and unique. Through their involvement in College governance, student leaders develop resilience, critical thinking skills, and the ability to lead with integrity. The College also supports student leaders through a myriad of training and professional growth opportunities including leadership workshops and coaching.
The partnership between staff and student leaders ensures that students are never left to navigate these challenges alone. The support and guidance provided by staff members create a safety net that allows student leaders to take risks and learn from their mistakes. This supportive environment is a key factor in the success of the College's leadership model.
The culture of King's College is deeply rooted in tradition, but it is also a culture that embraces innovation and change. This balance between tradition and innovation is largely driven by the partnership between staff and student leaders, who work together to preserve the College’s heritage while adapting to the evolving needs of the student body.
Tradition plays a central role in shaping the identity of King's College. From formal dinners to the annual King's sporting rivalry with St Leo’s College through the Francis and Kassulke Cup, the College’s traditions are an essential part of the student experience. These traditions foster a sense of continuity and belonging, connecting current students to the generations of King's men and women who came before them.
Director of Academic & Career Development Luke Richardson with students at 2024 Academic Achievement Lunch
However, the College’s culture is not static. Each generation of student leaders brings new ideas and perspectives to the table, and the partnership between staff and students ensures that these ideas are heard and considered. For example, in recent years, there has been a growing focus on promoting diversity and inclusion within the College community. Student leaders, working in collaboration with staff, have been instrumental in driving initiatives aimed at creating a more inclusive and welcoming environment for all students, regardless of their background.
In 2020, King's College embraced a significant change by becoming co-residential, welcoming women residents to better reflect contemporary Australian society. This move, supported by both staff and student leaders, has enriched the College's diversity and inclusivity.
One notable example of this is the College’s efforts to address issues of mental health and wellbeing. Recognising the pressures faced by students, staff and student leaders have worked together to implement programs and initiatives designed to support students’ mental health.
These initiatives include peer support networks, mental health awareness campaigns, and increased access to counselling services. The success of these programs is a testament to the strength of the partnership between staff and students, as both groups have played an active role in identifying and addressing the needs of the College community.
The partnership between King's College staff and student leaders has a profound and lasting impact on the broader King's community. Many alumni have gone on to become leaders in their respective fields, from politics and business to academia and the arts. The leadership experience they gained at King’s, combined with the mentorship they received from staff, has equipped them with the skills and values necessary to succeed in the wider world. This legacy of leadership is one of the most enduring contributions of the partnership between staff and students at King's College.
Deputy CEO Andrew Eunson and Director of Academic & Career Development at the Deputy CEO's ADSS & RL 'AT HOME'
The partnership fosters a sense of community and belonging that is unique to King's College. The collaborative nature of the College’s leadership model ensures that all members of the community—staff and students alike—feel valued and included. This sense of belonging is strengthened by the College’s traditions, which connect students to the rich history of King's, while also encouraging them to contribute to its future.
In a rapidly changing world, the importance of this partnership cannot be overstated. The challenges faced by students today are different from those of previous generations, and the College must continue to evolve to meet the needs of its community. However, the enduring strength of the partnership between staff and student leaders ensures that King’s College remains a place where tradition and innovation coexist, where leadership is nurtured, and where community and culture thrive - it is a defining feature of the College’s identity.
Through mentorship, collaboration, and shared responsibility, King's College has created a unique environment where students are empowered to lead, innovate, and contribute to the College’s legacy. As the College looks to the future, the importance of this partnership will only continue to grow, ensuring that King's College remains not just an institution of learning, but a vibrant and dynamic community where tradition and innovation come together to create a lasting impact on its students and the world beyond.
The impact of this collaborative partnership around community and culture is profound. It fosters an environment of mutual respect, shared responsibility, and collective pride in the institution's traditions and achievements. By working together, staff and student leaders ensure that King's College remains a dynamic and supportive environment for all its Collegians.
Brown, M. (2018). King's College: A Century of Tradition and Innovation. University of Queensland Press.
Campbell, J. (2020). "Leadership and Mentorship at King’s College: A Historical Perspective." Journal of Collegiate Studies, 15(3), 45-67.
Davidson, R. (2015). The Role of Collegiate Systems in Student Development: A Comparative Study of King's College and St. John’s College. Oxford University Press.
King's College (2022). "Annual Report: Celebrating 110 Years of Tradition." King's College.
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