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A Case Study of Evaluation Capacity ...

St. Roseman, Paul.

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A Case Study of Evaluation Capacity Building's Influence on Stakeholder Learning and Leadership Development.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A Case Study of Evaluation Capacity Building's Influence on Stakeholder Learning and Leadership Development./
作者:	St. Roseman, Paul.
面頁冊數:	264 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
Contained By:	Dissertation Abstracts International77-03A(E).
標題:	Educational leadership. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3729383
ISBN:	9781339152295

A Case Study of Evaluation Capacity Building's Influence on Stakeholder Learning and Leadership Development.
St. Roseman, Paul.

A Case Study of Evaluation Capacity Building's Influence on Stakeholder Learning and Leadership Development. - 264 p.

Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.

Thesis (Ed.D.)--Mills College, 2015.

In this dissertation, Evaluation Capacity Building's (ECB) impact on learning and leadership development is examined through paring research synthesis and case study methods. For the former, a broad based research synthesis was conducted to compile, aggregate, and analyze data across 28 ECB case studies published in peer reviewed journals; while the case study examined the learning and leadership development of two administrators participating in a five-year ECB study of a teacher recruitment program. The data compiled from this process was comparatively examined against a theoretically grounded and cross-discipline conceptual framework making it possible to: (a) identify findings distinct within each strand of data; (b) consider how findings corroborate or challenge one another; and (c) extend the learning present in individual case studies to larger themes. The topics examined in this study are: ECB's influence on stakeholder and organizational learning; ECB's influence on stakeholder perception of (and ability to manage) evaluation studies; and ECB's influence on stakeholder leadership development?

ISBN: 9781339152295Subjects--Topical Terms:

529436
Educational leadership.

A Case Study of Evaluation Capacity Building's Influence on Stakeholder Learning and Leadership Development.
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245 1 2 $a A Case Study of Evaluation Capacity Building's Influence on Stakeholder Learning and Leadership Development.
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500 $a Source: Dissertation Abstracts International, Volume: 77-03(E), Section: A.
500 $a Adviser: Sabrina Zirkel.
502 $a Thesis (Ed.D.)--Mills College, 2015.
520 $a In this dissertation, Evaluation Capacity Building's (ECB) impact on learning and leadership development is examined through paring research synthesis and case study methods. For the former, a broad based research synthesis was conducted to compile, aggregate, and analyze data across 28 ECB case studies published in peer reviewed journals; while the case study examined the learning and leadership development of two administrators participating in a five-year ECB study of a teacher recruitment program. The data compiled from this process was comparatively examined against a theoretically grounded and cross-discipline conceptual framework making it possible to: (a) identify findings distinct within each strand of data; (b) consider how findings corroborate or challenge one another; and (c) extend the learning present in individual case studies to larger themes. The topics examined in this study are: ECB's influence on stakeholder and organizational learning; ECB's influence on stakeholder perception of (and ability to manage) evaluation studies; and ECB's influence on stakeholder leadership development?
520 $a The findings presented in this study indicate that ECB's capacity to influence stakeholder development is strengthened when evaluation efforts are professionally relevant and provide increased opportunities for participation across an organization. Additionally, the benefits of ECB efforts deepen when participants are motivated, emotionally connected, and trusting of the experience. In instances where reflective dialogue occurs between stakeholders, the potential for mutual learning increases and leadership capacities shift. Also, there is evidence suggesting that when stakeholders develop the capacity to leverage existing and new interactions/meanings the gap between considering a decision and acting upon the decision narrows. Across the data there is also corroboration that newly developed ECB processes and skills can be difficult to sustain and integrate within an organization. This is the case even when such efforts are valued by stakeholders.
520 $a By grounding ECB outcomes to cross-discipline theories, this study demonstrates that it is possible to map conceptually rich development pathways useful for: (a) diagnosing evaluation capacity, (b) monitoring capacity development during an evaluation's implementation phase, and (c) considering the long-term impact of ECB efforts on individual and organizational development across dimensions of learning, leadership growth, and organizational development.
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