The Editors Kelly M. Hannum is enterprise associate at the Center for Creative Leadership (CCL) where she serves as an expert on issues related to measurement, evaluation, and research design and develops data collection tools used in research and evaluation. Jennifer W. Martineau is the director of the Design and Evaluation Center at CCL. She serves as internal evaluation coach to CCL faculty and staff and has worked with an array of client organizations, including international for-profit and nonprofit organizations. Claire Reinelt is research and evaluation director for the Leadership Learning Community, which works to strengthen leadership development by sharing ideas, resources, and innovative practices among evaluation professionals. The Center for Creative Leadership is a nonprofit educational institution with international reach whose mission is to advance the understanding, practice, and development of leadership for the benefit of society worldwide. With campuses in Greensboro, North Carolina; Colorado Springs, Colorado; San Diego, California; Brussels; and Singapore, it conducts research, produces publications and assessment tools, and offers a variety of educational programs. CCL has been ranked among the world's top 5 providers of executive education in the Financial Times. For more information, visit CCL's Web site at www.ccl.org.

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• Foreword by Laura C. Leviton xiPreface xiiiAcknowledgments xviiThe Authors xixIntroduction 1Jennifer W. Martineau, Kelly M. Hannum, and Claire ReineltPart One: Designing Leadership Development Evaluation 131 Experimental and Quasi-Experimental Evaluations 19S. Bartholomew Craig and Kelly M. Hannum2 Leading with Theory: Using a Theory of Change Approach for Leadership Development Evaluations 48Manuel Gutiérrez and Tania Tasse3 EvaluLEAD: An Open-Systems Perspective on Evaluating Leadership Development 71John T. Grove, Barry M. Kibel, and Taylor Haas4 Making Evaluation Work for the Greater Good: Supporting Provocative Possibility and Responsive Praxis in Leadership Development 111Hazel Symonette5 Measuring Return on Investment in Leadership Development 137Jack J. Phillips and Patti PhillipsPart Two: Leadership Development Evaluation In Context 1676 Building Leadership Development, Social Justice, and Social Change in Evaluation Through a  Pipeline Program 173Prisca M. Collins and Rodney K. Hopson7 From the Inside Out: Evaluating Personal Transformation Leadership Efforts 199Sally Leiderman8 Evaluating Leadership Development and Organizational Performance 228Nancy Vollmer LeMay and Alison Ellis9 The Importance of Local Context in Leadership Development and Evaluation 261Larry Peters and John Baum10 Evaluating Community Leadership Programs 284Teresa R. Behrens and Maenette K. P. Benham11 Evaluating Leadership as a Strategy to Transform Complex Systems 315Kimberly Jinnett and Todd Kern12 Evaluating Leadership Development for Social Change 343Kim Ammann Howard and Claire Reinelt13 Evaluating Youth Leadership Development Through Civic Activism 377Hanh Cao Yu, Heather K. Lewis-Charp, and Michelle Alberti Gambone14 Evaluating Leadership Efforts for Neighborhood Transformation 403Nilofer AhsanPart Three: Increasing Impact Through Evaluation Use 42715 Strategic Uses of Evaluation 433E. Jane Davidson and Jennifer W. Martineau16 Evaluation for Planning and Improving Leadership Development Programs: A Framework Based on the Baldrige Education Criteria for Performance Excellence 464Karl E. Umble17 Communication in Evaluation: A Systems Approach 487Darlene F. Russ-Eft18 Accelerating Learning About Leadership Development: A Learning Community Approach 511Deborah Meehan and Claire Reinelt19 Continuous Learning 536Rosalie T. TorresAfterword: Future Directions for Leadership Development Evaluation 559Kelly M. Hannum, Jennifer W. Martineau, and Claire ReineltName Index 575Subject Index 579About the Center for Creative Leadership 604