| Session Title: When Leadership Moves From I to We: Evaluating Collective Leadership Development Efforts |
| Multipaper Session 114 to be held in D'Alesandro Room on Wednesday, November 7, 4:30 PM to 6:00 PM |
| Sponsored by the Non-profit and Foundations Evaluation TIG |
| Chair(s): |
| Claire Reinelt, Leadership Learning Community, claire@leadershiplearning.org |
| Discussant(s): |
| Claire Reinelt, Leadership Learning Community, claire@leadershiplearning.org |
| Abstract: This session will focus on what the presenters have learned through evaluation about how collective leadership is fostered, and how collective leadership can build capacity to shift the culture and dynamics of teams, organizations, communities, and systems. This session will feature longitudinal case studies from three unique collective leadership initiatives including a large non-profit healthcare system, a municipal government, and a grant-funded regional economic development effort. Each presentation will focus on the evaluation approach, methods, lessons learned, challenges faced, and impact of each initiative. Then the case studies will be summarized to include what is common across these programs and findings, what is unique, any critical contextual factors, and what can be generalized to other collective leadership programs. It is our intention to finish with recommendations about what critical factors should be considered when designing and implementing an evaluation of collective leadership development. |
| Leadership in the City: How Individuals and Teams Impact a Community |
| Jessica Baltes, Center for Creative Leadership, baltesj@leaders.ccl.org |
| Twenty-three people representing a cross section of employees of various levels from multiple departments within a municipal government received individual leadership training by attending the Center for Creative Leadership's Developing the Strategic Leader open enrollment programs. In the spring of 2005, the municipal government and CCL began an initiative to engage the employees who had taken part in this individual training in a more in-depth group experience of strategic leadership concepts, frameworks, and skills, individualized to the organization's context and goals. The team's challenge was twofold, (1) For the individuals involved to continue their own personal growth as strategic leaders while supporting each other in that growth, and (2) To collectively leverage their learnings from the DSL program in a project of strategic significance for the City. This paper documents the efforts, outcomes, and impact of this team over a two year period. |
| Improving the Health of the System: A Case Study of Collective Leadership Within Catholic Healthcare Partners |
| Tracy Enright Patterson, Center for Creative Leadership, pattersont@leaders.ccl.org |
| Jennifer Martineau, Center for Creative Leadership, martineauj@leaders.ccl.org |
| Since 2000, the Center for Creative Leadership has collaborated with Catholic Healthcare Partners (CHP), a large US-based, mission-oriented health system to implement a long-term, multi-cohort leadership development initiative for high-potential CHP executives. Unlike traditional programs that focus on individual leadership development, this initiative aims to create an impact on the organization by increasing understanding and focus on the overall system and the mission, fostering work across organizational boundaries, and enhancing the organization's capacity to tackle strategic, complex, and critical issues. Action learning projects play a key role in the process. This paper describes the design and implementation of the evaluation of this initiative including strategies and challenges in measuring organizational impact over time. The evaluation examines changes in participants' work scope and responsibility (e.g., promotions, transfers), level of commitment, and specific competencies as well as system level connections and changes resulting from this effort. |
| Using Social Network Analysis to Evaluate Collective Leadership and Collaboration |
| Emily Hoole, Center for Creative Leadership, hoolee@leaders.ccl.org |
| Kimberly Fredericks, Indiana State University, kfredericks@indstate.edu |
| The Piedmont Region's WIRED initiative is a grant from the Federal Department of Labor to create collaborative efforts around regional economic building efforts. One of the critical components of the initiative is a regional leadership development effort. The key goals of the leadership initiative are to develop the system's capacity for open dialogue, development of diverse horizontal collaborative networks, a focus on collective learning, and shared values and culture. All of this is meant to foster a collective ability to set direction, create alignment and build commitment to compete as a region in the global economy. Social network analysis (SNA) is one of the evaluative tools utilized to assess changes in a system around collaborative networks over time. This presentation will focus on the use of SNA as an evaluative tool to assess such collaborative efforts and will address data collection, measurement issues and the longitudinal analysis of such data. |