· While much of the research on leadership and leadership development has historically studied private sector settings, recent work has begun to build knowledge about leaders in public and community settings.
· New models of leadership, including collective leadership, are being developed and implemented by foundations.
· A framework for identifying the level of intervention (individual, team, organization, network, or system) and the level of impact (individual, team, organization, community, or field of policy and practice) is proposed as a tool for more strategic investing in leadership development.
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McGonagill, G., & Reinelt, C. (2011). Leadership Development in the Social Sector: A Framework for Supporting Strategic Investments. The Foundation Review, 2(4). https://doi.org/10.4087/FOUNDATIONREVIEW-D-10-00030