Scott J. Allen, Ph.D. is a 2006 graduate of the PHD Program in Leadership and Change at Antioch University.
- Jon Wergin, Ph.D., Committee Chair
- Richard Couto, Ph.D., Committee Member
- Jim Crawford, Ph.D., Committee Member
- Cynthia McCauley, Ph.D., External Reader
Leadership Development, Evaluation, Leadership, User-Focused Theory of Action
The central purpose of the present study was to examine how academic notions of leadership development compare and contrast with the theory of action that guides corporate leadership development initiatives. A secondary purpose was to analyze the process and potential extensions of the user-focused theory of action approach. Initial findings suggest that the user-focused theory of action approach is transferable to the case studied. In addition, an analysis of the leadership development literature and the Frontline Leadership Excellence System yielded a thought-provoking comparison of theory and practice. The study also provided an analysis of literature gaps and useful suggestions regarding the user-focused theory of action process and extensions for practice.
Allen, S. J. (2006). An Exploration of Theories of Action in Leadership Development: A Case Study. https://aura.antioch.edu/etds/632
Business Administration, Management, and Operations Commons, Management Sciences and Quantitative Methods Commons