Participant Outcomes of a Leadership Development Initiative in Eight Human Service Organizations

Abstract

A leadership development initiative for managers in eight county human service organizations is described, followed by evaluation results from an ongoing study with six years of data. Multiple methods included surveys of participants and their supervisors using a time series design with post-program and 12-month follow-ups. Factors measured included program satisfaction, the acquisition of skills, and improved functioning in terms of leadership and management performance. Program graduates and their supervisors were asked the same questions regarding changes in the graduates’ performance as managers. Results show high participant satisfaction, numerous opportunities to apply new knowledge, and improved on-the-job performance.

Keywords:

• executive leadership development
• public social services
• succession planning
• training
• training evaluation
• transfer of learning

Acknowledgments

The research summarized here was sponsored by the Southern Area Consortium of Human Services (SACHS), a county/university partnership of eight county human services agency directors in Southern California and the Schools of Social Work at San Diego State University and California State University, San Bernardino. It is administered by staff of the Academy for Professional Excellence in the School of Social Work at San Diego State University. The authors express sincere appreciation to the directors of the eight SACHS member agencies and the participants in the Leaders in Action program for their support and involvement. Earlier versions of this research were presented at the Association for Research on Nonprofit Organizations and Voluntary Action Annual Conference in Philadelphia in 2008 and at the Council on Social Work Education Annual Program Meeting in Chicago in 2006.