With the increase in the number of organizational leadership
development programs, there is a pressing need for evaluation to
answer important questions, improve practice, and inform decisions.
The Handbook is a comprehensive resource filled with
examples, tools, and the most innovative models and approaches
designed to evaluate leadership development in a variety of
settings. It will help you answer the most common questions about
leadership development efforts, including:
* What difference does leadership development make?
* What development and support strategies work best to enhance
leadership?
* Is the time and money spent on leadership development
worthwhile?
* What outcomes can be expected from leadership development?
* How can leadership development efforts be sustained?
Inhaltsverzeichnis
Foreword by Laura C. Leviton xi
Preface xiii
Acknowledgments xvii
The Authors xix
Introduction 1
Jennifer W. Martineau, Kelly M. Hannum, and Claire Reinelt
Part One: Designing Leadership Development Evaluation 13
1 Experimental and Quasi-Experimental Evaluations 19
S. Bartholomew Craig and Kelly M. Hannum
2 Leading with Theory: Using a Theory of Change Approach for Leadership Development Evaluations 48
Manuel Gutiérrez and Tania Tasse
3 Evalu LEAD: An Open-Systems Perspective on Evaluating Leadership Development 71
John T. Grove, Barry M. Kibel, and Taylor Haas
4 Making Evaluation Work for the Greater Good: Supporting Provocative Possibility and Responsive Praxis in Leadership Development 111
Hazel Symonette
5 Measuring Return on Investment in Leadership Development 137
Jack J. Phillips and Patti Phillips
Part Two: Leadership Development Evaluation In Context 167
6 Building Leadership Development, Social Justice, and Social Change in Evaluation Through a Pipeline Program 173
Prisca M. Collins and Rodney K. Hopson
7 From the Inside Out: Evaluating Personal Transformation Leadership Efforts 199
Sally Leiderman
8 Evaluating Leadership Development and Organizational Performance 228
Nancy Vollmer Le May and Alison Ellis
9 The Importance of Local Context in Leadership Development and Evaluation 261
Larry Peters and John Baum
10 Evaluating Community Leadership Programs 284
Teresa R. Behrens and Maenette K. P. Benham
11 Evaluating Leadership as a Strategy to Transform Complex Systems 315
Kimberly Jinnett and Todd Kern
12 Evaluating Leadership Development for Social Change 343
Kim Ammann Howard and Claire Reinelt
13 Evaluating Youth Leadership Development Through Civic Activism 377
Hanh Cao Yu, Heather K. Lewis-Charp, and Michelle Alberti Gambone
14 Evaluating Leadership Efforts for Neighborhood Transformation 403
Nilofer Ahsan
Part Three: Increasing Impact Through Evaluation Use 427
15 Strategic Uses of Evaluation 433
E. Jane Davidson and Jennifer W. Martineau
16 Evaluation for Planning and Improving Leadership Development Programs: A Framework Based on the Baldrige Education Criteria for Performance Excellence 464
Karl E. Umble
17 Communication in Evaluation: A Systems Approach 487
Darlene F. Russ-Eft
18 Accelerating Learning About Leadership Development: A Learning Community Approach 511
Deborah Meehan and Claire Reinelt
19 Continuous Learning 536
Rosalie T. Torres
Afterword: Future Directions for Leadership Development Evaluation 559
Kelly M. Hannum, Jennifer W. Martineau, and Claire Reinelt
Name Index 575
Subject Index 579
About the Center for Creative Leadership 604
Über den Autor
The Editors
Kelly M. Hannum is enterprise associate at the Center for Creative Leadership (CCL) where she serves as an expert on issues related to measurement, evaluation, and research design and develops data collection tools used in research and evaluation.
Jennifer W. Martineau is the director of the Design and Evaluation Center at CCL. She serves as internal evaluation coach to CCL faculty and staff and has worked with an array of client organizations, including international for-profit and nonprofit organizations.
Claire Reinelt is research and evaluation director for the Leadership Learning Community, which works to strengthen leadership development by sharing ideas, resources, and innovative practices among evaluation professionals.
The Center for Creative Leadership is a nonprofit educational institution with international reach whose mission is to advance the understanding, practice, and development of leadership for the benefit of society worldwide. With campuses in Greensboro, North Carolina; Colorado Springs, Colorado; San Diego, California; Brussels; and Singapore, it conducts research, produces publications and assessment tools, and offers a variety of educational programs. CCL has been ranked among the world’s top 5 providers of executive education in the Financial Times. For more information, visit CCL’s Web site at www.ccl.org.
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