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Abstract

In the face of persistent unemployment and underemployment of Americans with disabilities, the performance of state vocational rehabilitation agencies (SVRAs) is a topic that receives much attention. This brief report details an interview-based study with 10 members of an SVRA leadership team in New England to better understand their perspectives on success, specifically the agency’s distinct organizational strategies, service delivery models, and leadership approaches that differentiate it from other SVRAs. Findings from this study are presented alongside a discussion of their implications for research and practice.

Keywords

collaboration leadership qualitative research

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Leadership Perspectives on Organizational Strategies Driving Success in State Vocational Rehabilitation Agencies

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