Leadership development in a faith-based non-profit organisation using a relational leadership model: A case study

Illingworth, B; Sankaran, S; Keogh, J; Shaw, K

Leadership development in a faith-based non-profit organisation using a relational leadership model: A case study

Illingworth, B Sankaran, S

Keogh, J Shaw, K

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Publisher:: Tyson Centre for Faith and Spirituality at the Workplace
Publication Type:: Conference Proceeding
Citation:: Proceedings of the International Faith and Spirit Conference, 2011, pp. 1 - 13
Issue Date:: 2011-01

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Field	Value	Language
dc.contributor.author	Illingworth, B	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.author	Keogh, J	en_US
dc.contributor.author	Shaw, K	en_US
dc.contributor.editor	Neal, PJ	en_US
dc.date	2011-11-07	en_US
dc.date.issued	2011-01	en_US
dc.identifier.citation	Proceedings of the International Faith and Spirit Conference, 2011, pp. 1 - 13	en_US
dc.identifier.uri	http://hdl.handle.net/10453/19365
dc.description.abstract	This paper describes a case study of a Leadership Development Program (LDP) which has been developed and conducted at a large faith-based non-profit organization providing aged and community care in Australia. Walter Wright's Relational Leadership model which used insights from Jude, Philemon and Colossians was adopted by the organization. Started as a pilot in 2003 the LDP was implemented in 2007 and has been run regularly since then. The LDP was systematically evaluated by an independent researcher recently. The evaluation concluded that the program has been effective and recommended that it continue with some minor modifications. The organization in which this program was developed is a partner in an Australian Research Council (ARC) linkage grant started in 2010 between three universities and two faith-based non-profit organizations providing aged care and community care. This paper has been written by four researchers involved in the linkage grant. Four interviews on participants in the LDP were conducted by the authors to evaluate the effectiveness of the leadership program in order to prepare this paper. The study was carried out to clarify the research aim for the principal author (who is a PhD student in the ARC grant) by trying to understand what the LDP program was aiming to achieve and to be presented at the Spirituality at Work conference at the University of Arkansas.	en_US
dc.publisher	Tyson Centre for Faith and Spirituality at the Workplace	en_US
dc.relation.ispartof	Proceedings of the International Faith and Spirit Conference	en_US
dc.relation.ispartof	International Faith and Spirit Conference	en_US
dc.title	Leadership development in a faith-based non-profit organisation using a relational leadership model: A case study	en_US
dc.type	Conference Proceeding
utslib.location	Fayetteville, Arkansas, USA	en_US
utslib.location.activity	Fayetteville, USA	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
dc.location.activity	Fayetteville, USA	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2011-11-09	en_US
pubs.place-of-publication	Fayetteville, Arkansas, USA	en_US
pubs.start-date	2011-11-07	en_US

Abstract:

This paper describes a case study of a Leadership Development Program (LDP) which has been developed and conducted at a large faith-based non-profit organization providing aged and community care in Australia. Walter Wright's Relational Leadership model which used insights from Jude, Philemon and Colossians was adopted by the organization. Started as a pilot in 2003 the LDP was implemented in 2007 and has been run regularly since then. The LDP was systematically evaluated by an independent researcher recently. The evaluation concluded that the program has been effective and recommended that it continue with some minor modifications. The organization in which this program was developed is a partner in an Australian Research Council (ARC) linkage grant started in 2010 between three universities and two faith-based non-profit organizations providing aged care and community care. This paper has been written by four researchers involved in the linkage grant. Four interviews on participants in the LDP were conducted by the authors to evaluate the effectiveness of the leadership program in order to prepare this paper. The study was carried out to clarify the research aim for the principal author (who is a PhD student in the ARC grant) by trying to understand what the LDP program was aiming to achieve and to be presented at the Spirituality at Work conference at the University of Arkansas.

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http://hdl.handle.net/10453/19365