A pretest-posttest control group design was employed to assess the leadership and problem-solving skills of participants in a statewide community leadership development program.
Quantitative data and analysis revealed that significant changes had resulted from the program.
Qualitative data collected after the conclusion of the program revealed how program participants became further involved in their communcties in a variety of ways and on several local
issues. The need for evaluation of community leadership development programs to document
community impacts is then discussed
Get full access to this article
View all access options for this article.
References
1.
Bolton, E.B.1991. Developing local leaders: Results of a structured learning experience. Journal of Community Development Society22(1): 119-43.
2.
Cooper, M.1985. Community leadership: A county perspective. University of Georgia, Athens.
3.
Fear, F.A., L. Vandenberg, M. Thullen, and B. Williams.1985. Toward a literature based framework for community leadership development. Paper presented at the annual meeting of the Community Development Society, Logan, Utah.
4.
Freeman, F.R., Gregory, and M. Clark.1986. Leadership education —A source book. Greensboro, NC: Center for Creative Leadership.
5.
Howell, R.E., I.L. Weir, and A.K. Cook.1979. Public affairs leadership development . Pullman: Washington State University, Rural Sociology.
6.
Moore, C.1986. Community leadership. Leadership (Alliance for Leadership Development) 1 (Spring): 7-8.
7.
Pigg, K.E.1990. Accountability in community development. Journal of Community Development Society21(1): 19-32.
