This paper presents a case study based on the evaluation of the two VAL (virtual action learning) sets. We report participants learning both leadership and the VAL process based on the basis of telephone interviews. We conclude that what is learned about leadership is connected with how learning takes place and suggest that the content and process…

This case study of development in a technical university situates distributed leadership in higher education in an organizational perspective. Analysis of documentation from development programs and interviews with 10 faculty members showed that leadership practices were related to different institutional logics prominent in four key activities in…

Developing leadership among early childhood professionals has become increasingly important as investing in children's early years has been championed as a public and private national and international priority. Two case studies present how oral inquiry and specifically, the Prospect Center's Descriptive Review of a Professional Dilemma of…

Researchers in the field of global leadership have reported a lack of qualified leadership candidates who are able to perform from a global perspective. Adult education graduate programs represent a unique pool of aspirants to help fill this gap. In 2014, the Commission of Professors of Adult Education (CPAE) published updated Standards for…

This article presents the perceptions of approximately 300 experienced New Zealand principals who participated in a pilot leadership development initiative funded by the Ministry of Education. The Experienced Principals Development Programme (EPDP) underwent a rigorous evaluation that included formative (mid-point) and summative (end-point)…

Traditional professional development focuses on declarative and procedural knowledge. That is, participants usually learn what to do and how to do it rather than when to do it and why it is important. In McREL's leadership development program, they focus first on providing participants with an overview of research findings found in their…

This book presents cases of schools (Part One) and programs at the district level and beyond (Part Two) in which reform, while driven by high-stakes accountability, became larger and deeper through data-driven dialogue, culture change, organizational learning, and other elements of high performing cultures. Commentaries on cross-case patterns by…