Leadership Development in the Social Sector
A Framework for Supporting Strategic Investments
Bibliographic Data
| ID | 6171934 |
|---|---|
| Authors | Grady Mcgonagill, Claire Reinelt |
| Year | 2011 |
| Volume | 2 |
| Issue | 4 |
| Pages | 57-72 |
| Publication date | 2011-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | The Foundation Review (JOURNAL) |
| Journal identifiers | ISSN: 1944-5660 • E-ISSN: 1944-5679 |
| Publisher | Grand Valley State University Libraries (PUBLISHER) |
| DOI | 10.4087/foundationreview-d-10-00030 |
| OpenAlex | W2171380551 |
| Language | EN |
| Citations received | 2 |
| References cited | 3 |
While much of the research on leadership and leadership development has historically studied private sector settings, recent work has begun to build knowledge about leaders in public and community settings. New models of leadership, including collective leadership, are being developed and implemented by foundations. A framework for identifying the level of intervention (individual, team, organization, network, or system) and the level of impact (individual, team, organization, community, or field of policy and practice) is proposed as a tool for more strategic investing in leadership development
Business · Leadership development · Leadership studies · Leadership style · Neuroleadership · Political science · Private sector · Public relations · Public sector · Shared leadership · Strategic leadership · Transactional leadership · Work (physics · Coaching Methods and Impact · Ego Development and Educational Practices · Engineering · Youth Development and Social Support
| Unique citing works | 2 |
|---|---|
| Citations per year | 0,15 |
| Citation span | 2013 - 2013 (1) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 2 |