Leadership Challenge 2001: Collecting, Communicating, Collaborating and Parners for Collaborative Change™

DAL conducted an intensive impact evaluation throughout the three-year pilot, Leadership Challenge 2001, and the follow-up program, Partners for Collaborative Change™. Using both quantitative and qualitative methods, success was defined and measured on three levels:

• On the individual level, pre- and post-self-assessments provided information regarding participants’ perspectives, skills and behaviors through self-reporting and observations by individuals who had interacted with participants in the work environment. Individual tests/assessment tools include the Leadership Practices Inventory (LPI), Competency Self-Assessment for the Collaborative Change Agent, Essential Facilitation Competencies, Thomas-Kilman Conflict Mode Inventory, assessment of emotional intelligence and a values assessment. The most significant change was seen on the LPI — an increase of 11 points in participants’ scores (on a 100-point scale) was measured in the dimension “inspiring a shared vision.” This had been the weakest skill area for participants when the test was first taken. Furthermore, changes in scores for pre- and post-program tests were statistically significant for all five dimensions that comprise the LPI: challenging the process, inspiring a shared vision, enabling others to act, modeling the way and encouraging the heart.
• At the organizational level, assessment was based on anecdotal evidence reporting noticeable change in the way significant issues are handled, including identification of issues, identification of available resources, and coordination and management in carrying out action plans.
• On the community level, participants were required to develop and conduct individual or team projects that addressed an identified health need in the community. Anecdotal evidence suggests that many of the projects are beginning to have an impact in the community.