Executive Summary New directions in the study of leadership preparation are transforming the practices and theories about leaders, especially those who serve in educational and human services organizations (Clark & Clark, 1996; Corrigan, 1998; Dunlap & Schmuck, 1995; Leithwood, Begley, & Cousins, 1992, et al.). In spite of these new directions, few programs have given consideration to the idea of interprofessional leadership and the skills, knowledge, and experiences needed to support the changing roles and relationships that have come to define leadership practice (Browning, 1987; Cunningham, 1990; Corrigan, 1994; Lawson & Hooper-Briar, 1997; Murphy, 1992; et al.). This article explores how one university has reshaped their doctoral leadership program in an effort to build interagency collaboration among professionals from public education, higher education, human services agencies, and health care organizations. A follow-up study of current students and graduates from the program provides insight into how these professionals have come to understand interprofessional leadership, the benefits and challenges for participating in an interprofessional doctoral program, and the extent to which the program has helped them to engage in interprofessional leadership in their own practices.
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