Kelly Hannum • Jennifer
W. Martineau • Claire
Reinelt
Why did the Center for Creative Leadership (CCL), the Leadership Learning Community (LLC), the Robert Wood Johnson Foundation, and more than 30 authors collaborate to write a book about the evaluation of leadership development? Quite simply, because there is considerable demand for guidance in evaluating leadership development by those who practice and fund development and evaluation in commercial and nonprofit organizations. In this volume we bring together distinguished authors with knowledge and expertise about leadership development evaluation, whose contributions can benefit leadership development evaluators, practitioners, and ultimately those participating in leadership development.
In this online companion to the book we offer brief summaries of each of the chapters along with resources for each chapter and links to the resources where possible. This information is available by clicking on the book's section titles or chapter headings. To learn more about or to order this book, click here.
Handbook of Leadership Development Evaluation
Part One: Designing
Leadership Development Evaluations
Chapter 1 • Experimental and
Quasi-experimental Evaluations
S. Bartholomew Craig and Kelly Hannum
Chapter
2 • Leading
with Theory: Using a Theory of Change Approach for Leadership Development
Evaluations
Manuel Gutiérrez and Tania Tasse
Chapter 3 • EvaluLEAD: An Open Systems Perspective on Evaluating
Leadership Development
John Grove, Barry Kibel and Taylor Haas
Chapter
4 • Make Evaluation Work for the Greater Good: Fueling Generative
Visions of Provocative Possibility and Responsive Praxis in Leadership Development
Hazel Symonette
Chapter
5 • Measuring ROI in Leadership Development
Jack J. Phillips, Ph.D. and Patricia P. Phillips, Ph.D.
• • • return to top
Part Two:
Leadership Development Evaluation in Context
Chapter 6 • Building Leadership Development, Social Justice and Social
Change in Evaluation through a Pipeline Program: A Case Study of the AEA/DU
Graduate Education
Diversity Internship Program
Prisca M. Collins and Rodney K. Hopson
Chapter 7 • From The Inside Out: Evaluating
Personal Transformation Leadership Efforts
Sally Liederman
Chapter
8 •Evaluating Organizational Change/transformation Efforts
Nancy Vollmer LeMay and Alison Ellis
Chapter 9 •The Importance of Local Context in Leadership
Development and Evaluation
Larry Peters and John Baum
Chapter 10 • Evaluating Community Leadership Programs
Teresa Behrens and Maenette Benham
Chapter 11 • Evaluating Leadership as a Strategy to
Transform Complex Systems
K. Jinnett and T. Kern
Chapter 12 • Evaluating Leadership Development for
Social Change
Kim Ammann Howard and Claire Reinelt
Chapter 13 • Evaluating Youth Leadership Development
through Civic Activism
Hanh Cao Yu, Heather Lewis-Charp and Michele Gambone
Chapter 14 • Evaluating Leadership Efforts for Neighborhood
Transformation
Nilofer Ahsan
• • • return to top
Part Three: Increasing Impact Through Evaluation Use
Chapter 15 • Strategic Uses of Evaluation
E. Jane Davidson and Jennifer W. Martineau
Chapter 16 • Evaluation for Planning and Improving
Leadership Development Programs: A Comprehensive Framework
Karl Umble
Chapter 17 • Communication in Evaluation: A Systems
Approach
Darlene Russ-Eft
Chapter 18 • Evaluation Learning in Community
Deborah Meehan and Claire Reinelt
Chapter 19 • Continuous Learning
Rosalie T. Torres
• • • return to top
