Assessing and measuring leadership identity.

This article explores numerous complexities involved in assessing and measuring leadership identity development. It also reviews leader and leadership identity as well as prior attempts to assess leader and leadership identity development. Recommendations for effective assessment and measurement practices when diagnosing development in leader and leadership identity are offered.

Don't be afraid to eat the whole whale! Using mixed methods to enhance what we learn in leadership research and assessment.

The purpose of this article is to identify proper uses for mixed methods in leadership research and assessment. This article will highlight research and assessment questions that are best served by mixed methods and will offer practitioner-friendly guides and examples for integrating quantitative and qualitative data to help eat the whole whale "one bite at a time." Sound decision-making in the design, execution, and presentation of mixed methods studies and outcomes assessments not only produces better outputs, but greatly increases the likelihood of (a) publication in reputable journals, (b) sound program evaluation decisions, and (c) public consumption of study or assessment results.

Evidence-Based Practices in Mentoring for Leadership Development.

Effective mentoring for leadership development requires nuanced practical considerations. The authors of this chapter outline aspects of effective mentorship, highlight considerations for practitioners and mentoring programs, and offer critical perspectives on mentoring.

Distinguishing Mentoring, Coaching, and Advising for Leadership Development.

Mentoring, coaching, and advising are often confused as similar interactions with developmental intent, yet their scope, purpose, and utility in leadership development are distinct. The purpose of this chapter is to provide clarity as to what constitutes mentoring, coaching, and advising for leadership development and to compare and contrast each relationship type.