Leadership development programs for community leaders have existed for decades and many claim to impact significantly leaders’ development and regional success. However, past research questioned the presence and consistency of leadership development organizations’ evaluation. Specifically, how evaluation is lacking and suggesting that consistent program evaluation plays an important design role and in measuring individuals’ and communities’ intended outcomes (Russon & Reinelt, 2004). Having a clear plan and evaluation system may provide a better roadmap for the positive regional impact organizations purport (Rohs, 2002). Exploring one leadership development program’s alumni experiences may provide additional information regarding the evaluations’ presence and how they link to a desired impact.
This study analyzed LEAD San Diego alumni experiences to understand alumni’s perceived regional impact, perceived community engagement, and knowledge of regional sectors and issues. This phenomenological study gathered the perceived regional impact, community engagement, and regional knowledge among LEAD San Diego participants. Research questions focused on alumni perceptions regarding LEAD San Diego’s regional impact, the awareness level within the region and the volunteer activity level embraced both before and after the leadership development program completion, the impact on alumni careers, and alumni suggestions for enhancing the program.
This phenomenological study gathered, via interviews, the perceived regional impact, community engagement, and regional knowledge among participants. The researcher’s 15 interview questions captured past leadership development program participants’ perceptions related to their influence on regional impact, community engagement, and knowledge of San Diego regional sectors and issues. Participants were limited to LEAD San Diego alumni and 10 of 30 invitees agreed to the interviews. The study revealed that the majority of participants perceived they had a positive participant experience in the leadership development program. Although some found the experience largely unbeneficial, most perceived a high level of benefit. The interviewees had numerous suggestions that may prove helpful to LEAD San Diego, with many items that the organization could implement.
This study’s significance is that it provides additional data that other researchers could use when learning about participants’ experience in leadership development programs and how consistent evaluation may be an important element of a successful program.
|Commitee:||Gandhi, Shreyas, Tobin, John|
|School Location:||United States -- California|
|Source:||DAI-A 77/10(E), Dissertation Abstracts International|
|Keywords:||Community leadership, Leadership, Leadership development, Regional leadership|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be