| Bruce Hoppe, PhD Connective Associates LLC | Claire Reinelt, PhD Leadership Learning Community |
Leadership development practitioners have become increasingly interested in networks as a way to strengthen relationships among leaders in fields, communities, and organizations. This paper offers a framework for conceptualizing different types of leadership networks and uses case examples to identify outcomes typically associated with each type of network. One challenge for the field of leadership development has been how to evaluate leadership networks. Social Network Analysis (SNA) is a promising evaluation approach that uses mathematics and visualization to represent the structure of relationships between people, organizations, goals, interests, and other entities within a larger system. Core social network concepts are introduced and explained to illuminate the value of SNA as an evaluation and capacity-building tool.
Table of Contents
| Introduction | 1 |
| Classifying Leadership Networks | 3 |
| Introducing Social Network Analysis | 4 |
| Evaluating Leadership Networks | 8 |
| Peer Leadership Networks | 10 |
| Organizational Leadership Networks | 14 |
| Field-Policy Leadership Networks | 19 |
| Collective Leadership Networks | 24 |
| Issues and Risks of SNA | 28 |
| Future research | 33 |
| Conclusion | 36 |
| Bibliography | 37 |
Full Paper here.
It has been great to work with Claire on this paper, and we are grateful to the folks at Leadership Quarterly for providing us with helpful editorial suggestions and generous permission to post this version of the paper.
Stay tuned for posts about specific excerpts & themes of the paper...
This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 License and is copyrighted (c) 2009 by Connective Associates LLC except where otherwise noted.
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