"This inspiring book fills a critical void in the leadership development field. Its diversity of evaluation content, authors, and approaches makes it an invaluable resource for anyone involved in designing, implementing, and evaluating leadership development programs. A must–have!"
Hallie Preskill, professor, School of Behavioral and Organizational Sciences, Claremont Graduate University, and president–elect, American Evaluation Association
"With so many funders using leadership development as a strategy, this book couldn′t have come at a better time. More than a collection of individual chapters, this volume presents synthetic collaboration among the authors and the editors to explore how a variety of evaluation strategies are critical to the design, implementation, and outcomes of leadership programs. It is an important contribution to the field."
Constance Pechura, executive director, Treatment Research Institute
"This Handbook is a must–have resource for anyone interested in the evaluation of leadership development programs. Evaluators working in other areas will also learn much."
Melvin M. Mark, president, American Evaluation Association, editor emeritus, American Journal of Evaluation, and professor of psychology, Pennsylvania State University
"This handbook cuts through the fog already created in the field. If you want real answers to basic leadership evaluation, get this Handbook. And use it."
Roger Kaufman, professor emeritus, Florida State University, distinguished research professor, Sonora Institute of Technology, Mexico, and director, Roger Kaufman & Associates
"Leadership development has always existed in the context of the problem, the community, and the intended outcome finally, we can come closer to assessing the true contribution of leadership development to the outcomes achieved."
Rick Foster, vice president for leadership programs, W.K. Kellogg Foundation
Introduction (Jennifer W. Martineau, Kelly M. Hannum, and Claire Reinelt).
PART ONE: DESIGNING LEADERSHIP DEVELOPMENT EVALUATION.
1 Experimental and Quasi–Experimental Evaluations (S. Bartholomew Craig and Kelly M. Hannum).
2 Leading with Theory: Using a Theory of Change Approach for Leadership Development Evaluations (Manuel Gutiérrez and Tania Tasse).
3 EvaluLEAD: An Open–Systems Perspective on Evaluating Leadership Development (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 (Hazel Symonette).
5 Measuring Return on Investment in Leadership Development (Jack J. Phillips and Patti Phillips).
PART TWO: LEADERSHIP DEVELOPMENT EVALUATION IN CONTEXT.
6 Building Leadership Development, Social Justice, and Social Change in Evaluation Through a Pipeline Program (Prisca M. Collins and Rodney K. Hopson).
7 From the Inside Out: Evaluating Personal Transformation Leadership Efforts (Sally Leiderman).
8 Evaluating Leadership Development and Organizational Performance (Nancy Vollmer LeMay and Alison Ellis).
9 The Importance of Local Context in Leadership Development and Evaluation (Larry Peters and John Baum).
10 Evaluating Community Leadership Programs (Teresa R. Behrens and Maenette K. P. Benham).
11 Evaluating Leadership as a Strategy to Transform Complex Systems (Kimberly Jinnett and Todd Kern).
12 Evaluating Leadership Development for Social Change (Kim Ammann Howard and Claire Reinelt).
13 Evaluating Youth Leadership Development Through Civic Activism (Hanh Cao Yu, Heather K. Lewis–Charp, and Michelle Alberti Gambone).
14 Evaluating Leadership Efforts for Neighborhood Transformation (Nilofer Ahsan).
PART THREE: INCREASING IMPACT THROUGH EVALUATION USE.
15 Strategic Uses of Evaluation (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 (Karl E. Umble).
17 Communication in Evaluation: A Systems Approach (Darlene F. Russ–Eft).
18 Accelerating Learning About Leadership Development: A Learning Community Approach (Deborah Meehan and Claire Reinelt).
19 Continuous Learning (Rosalie T. Torres).
Afterword: Future Directions for Leadership Development Evaluation (Kelly M. Hannum, Jennifer W. Martineau, and Claire Reinelt).
About the Center for Creative Leadership.
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. The Financial Times has ranked CCL among the world′s Top 5 providers of executive education. For more information, visit CCL′s Web site at [external URL]