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Assessing a High Performing Organization’s Leadership Selection and Development: The Use of the Leadership3 Instrument as an Evaluation Tool in Organizational Development
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| Presenter(s):
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| Darryl Jinkerson, Abilene Christian University, darryl.jinkerson@coba.acu.edu
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| Phil Vardiman, Abilene Christian University, phil.vardiman@coba.acu.edu
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| Abstract:
Leadership3 is a 40 item forced-choice leadership development assessment that provides organizations and decision makers with key insights including: (1) PERSPECTIVES - the instrument provides both individual and organizational insights into the culture and leadership development opportunities as perceived by both leadership and the rank and file; (2) POTENTIAL - the instrument identifies internal leadership talent and desirability beyond the typical viewpoints of making leadership selections for development based only on top management’s perspective; and (3) PROFILES - the instrument provides graphical presentation of the convergence and divergence of leadership development perspectives between leadership and workers. The current study presents a case study of the evaluation application of this unique instrument in assessing the effectiveness of an organizational transition towards becoming a high performing organization.
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Evaluation and Performance of University Boards: A Framework for Analysis
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| Presenter(s):
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| Zita Unger, Evaluation Solutions Pty Ltd, zitau@evaluationsolutions.com
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| Abstract:
Higher Education represents a huge growth industry in the US and Australia, comprising public sector universities and community colleges, private non profit schools including elite research universities, and a rapidly increasing private profit sector. Although evaluation of board performance is now used widely in both the private and public sectors, less attention has been given to its application in university contexts. This paper describes a comparative analysis of various criteria used to conduct board assessments with a framework developed in Australia to guide evaluation of a university council’s performance. In particular, it describes the components of the University Council Assessment Questionnaire and reflects on the use of evaluation to improving Council performance.
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Leader Development and Leadership Development Programs: The Must Haves in Determining Program Value
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| Presenter(s):
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| Ray Haynes, Indiana University, rkhaynes@indiana.edu
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| Barbara Bichelmeyer, Indiana University, bic@indiana.edu
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| Abstract:
This paper presentation explains the role of evaluation in establishing the worth, merit, and value of leadership development programs in organizational settings. It proposes that construct definitions can serve as guiding lights that specify program content and control program outcomes. Consequently, we focus on construct distinctions between leader development and leadership development programs. Further, we propose an integrative framework that incorporates leader development and leadership development. We then discuss how this integrative, construct-centered framework can serve as a guide for executing high-quality evaluations of leadership development programs by presenting a logic model that serves as a foundation for comprehensive leadership development in organizational settings.
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Evaluation Quality as Authentic Alignment Between People and Goals
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| Presenter(s):
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| Eric Abdullateef, Directed Study Services, eric.abdullateef@mac.com
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| Abstract:
This paper proffers a methodology designed specifically to help individual evaluators and evaluation service organizations to be authentic. Authenticity in this construct implies that when an evaluator’s personal goals are strategically aligned with an affiliated evaluation organization’s goals, an enabling condition for the production of quality goods and services is created. This system, if launched, will align human capital to business success. Herein we focus on change at the organizational level although in practice our methodology stipulates a two-tiered approach to organizational change in which both the organization and its people simultaneously pursue behavior change and goal alignment.
This paper presentation will walk readers through the methodology and demonstrate how the Washington Evaluation Association deployed it in its 2010 endeavor to assure member value for money and to improve the Association’s performance.
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