Roberts and Faulkner put forth an assessment framework for leadership programs. Although their model was offered as a framework to assess leadership programming, the framework is also applicable for assessing leadership development across a broader sample of students. (Adapted from Brungardt & Crawford, 1996, by Roberts and Faulkner)
- Tracking of participation in various activities, programs, and organizations.
- Reaction to leadership development programs, courses, and other related initiatives. Reaction questions might focus on satisfaction with opportunities to develop leadership skills.
- Knowledge/Learning about leadership theories, models, and concepts. Example knowledge questions might ask students to define different theories of leadership or the historical development of leadership studies.
- Leadership self-awareness of personal characteristics, strengths, and weaknesses. Self-awareness questions would seek information on students’ perceptions of whether they demonstrate certain characteristics. For example, students might be asked to rate their skills in such areas as problem solving, communication, and their ability to inspire others.
- Corollary impact describes measurable outcomes both for the student, organization or institution, and the community. For individuals, corollary impacts might include degree attainment, achievement of personal goals, and achievement of educational goals. For institutions, leadership development initiatives might have an impact on the institutional culture and environment and may also result in the addition or enhancement of programs and services.
- Behavior relates to the actions of students. This would measure changes in behavior before and after an experience. A large number of leadership assessments and surveys seek to document student behavior, however, it is important to note that the majority of these assessments ask students to self-report their behaviors and thus are only indirect measures of behavior. The literature reveals several behaviors that pertain to leadership such as being consistent, taking ownership, nurturing personal relationships, and practicing ethical decision-making just to name a few.
Brungardt, C. & Crawford, C. B. (1996). A comprehensive approach to assessing leadership students and programs: Preliminary findings. The Journal of Leadership Studies, 3, 37-48. |