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We document learning and knowledge development to help leadership development practitioners and other members of the community elevate their leadership development work. You can help us spread the knowledge by contributing your own thoughts, recommendations and resources. The resources include program materials, evaluations, meeting notes, scans, reports, guidelines, and learning reflections as well as links to videos, images and other websites relevant to the field.
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- Leadership Application Projects: Health Leadership Fellows Program
Leadership Application Projects A number of leadership programs apply principles of adult learning which emphasize the importance of experiential learning to the design of their programs. To do this they incorporate some kind of Action Project or Learning Project where participants have an opportunity to apply what they have learned to a leadership task or project. Some people wonder whether this practice that is designed to benefit participants also benefits the communities where these projects are implemented. The Leadership Learning Community (LLC), in partnership with the Center for Creative Leadership, evaluated the Health Foundation for Western and Central New York’s Health Leadership Fellows Program and conducted site visits to better understand the immediate and anticipated results of the program’s leadership projects. We produced the following two vignettes to depict the learning that occurred and benefit to the communities they serve.
- Leadership & Large-Scale Change: How to Accelerate Learning and Deepen Impact
This report was funded to answer the following questions using a series of interviews, research and findings from a meeting of 45 evaluators and program officers with leadership development expertise, hosted on October 2014 at the Annie E. Casey Foundation: What are the key elements of leadership development approaches that are contributing to measurable progress on significant social problems? What evaluation approaches are being used or developed to successfully measure and document the impact of leadership development that results in large-scale change? What opportunities exist to replicate, spread, adapt, or apply lessons from these models to increase the impact of leadership development programming and investments?
- Leadership Development Investment Framework
The Leadership Development Investment Framework is a tool developed to assist funders, program staff, and evaluators clarify the purposes of leadership development and capacity-building supports. In 2008, we partnered with United Way Toronto to adapt the original Leadership Development Investment Framework that was produced by Grantmakers for Effective Organizations in 2005. The tool was useful in assisting the United Way and other leadership funders in Canada to become more intentional about where they are currently investing resources, where there are gaps in investment, and how they might work together to maximize the impact of their resources. Grady McGonagill adapted the framework further by adding the dimension of teams and team building capacity as part of a study for the Bertelsmann Foundation. Claire Reinelt and LLC Board Member and Leadership Consultant Grady McGonagill have continued to refine the framework and explore ways that funders can use this tool to better align their leadership investments internally and externally with others. At a recent Funders' Circle meeting designed for funders to learn more about each other's work and find synergies across strategies, issues and geographic areas, the attached summary of the framework was shared. This summary describes changes that occur at five levels: individual, team, organizational, community, and field. Since most foundations seek to develop a range of leadership capacities across multiple levels, choosing the right approaches and combining the right strategies is a process of experimentation and learning. To make the framework more useful, we have added examples of different programs and how they invest in leadership development. This framework provides a comprehensive view of 25 potential leadership development opportunities organized in a 5 x 5 matrix. The matrix enables stakeholders to identify patterns in their current investment strategies; engage in deeper dialogue about the purposes for investing in leadership; and become more intentional about the directions in which they want to invest moving forward. Through sharing strategies and lessons learned among funders, successful approaches can be adapted and tried in different contexts. Please refer to the document for additional information on the framework.
- Leadership and Networks: New Ways of Developing Leadership in a Highly Connected World
As part of the Leadership for a New Era (LNE) initiative, the Leadership Learning Community has partnered with thought leaders in the network development and leadership development fields to develop the cutting edge report Leadership and Networks: New Ways of Developing Leadership in a Highly Connected World. This publication is funded by the Annie E. Casey Foundation and the David and Lucile Packard Foundation. This report is written for those who run and fund leadership programs that develop and support leadership for social change. It shares many examples of how leaders using network strategies are increasing the impact of social change work, such as the Barr Fellowship Network and MomsRising.org. Our goal is to inspire and help hundreds of leadership programs to question their assumptions about the traditional leadership models and retool their approaches in ways that will enable them to better prepare those in leadership with the mindset and skills they will need to more fully leverage network strategies. Specifically, the report addresses the following questions: Why do network strategies deserve our attention? Why do we need a new leadership mindset? What are the core principles of leading with a network mindset? What leadership development strategies support a network mindset and skills?
Authors: The primary authors of this publication are Deborah Meehan and Claire Reinelt from the Leadership Learning Community. The report was developed in partnership with co-authors Beth Tener, New Directions Collaborative; Diana Scearce, David and Lucile Packard Foundation; Eugene Eric Kim, Groupaya; Gibrán Rivera, Interaction Institute for Social Change; June Holley, Network Weaver; Nance Goldstein, PhD, CPC, Principal at Working Wisely Group; Patti Anklam, Net Work; and Natalia Castañeda Chaux, Leadership Learning Community. Steve Waddell, Networking Action, and Grady McGonagill, McGonagill Consulting, also contributed to this report.
- Leadership & Collective Impact Report
It is time to ask ourselves if the countless dollars and tremendous effort on the part of dedicated nonprofit leaders are getting us where we need to be. Many would agree that we are falling short of the mark and are not seeing the progress that is sorely needed on any number of serious, complex social problems. In their seminal article, “Collective Impact,” John Kania and Mark Kramer suggest that no single individual or organization can tackle persistent social issues such as the early childhood health outcomes, lowering global carbon emissions or pervasive poverty alone. We need a new way of working together and a new kind of leadership to transcend hierarchical belief systems to bring about a change in how we treat each other as well as our greater global communities and ecosystem.
Authors: Leadership Learning Community