Wednesday July 6 at 12:00pm What is leadership, and why does it matter to communities, societies and nations? Webinar with Mount Royal University's James Stauch and Lesley Cornelisse to discuss their recently released report Strengthening Community Leadership Learning: Results of a Canada-wide research project on leadership learning for social change. James and Lesley discuss their research into Canadian leadership development programs as they relate to community development, social innovation, environmental systems, and social change. More info: re-code.ca/en/whats_happening/159

1. UNDERSTANDING
LEADERSHIP LEARNING
FOR SOCIAL CHANGE:
Results of a Pan-
Canadian Study
__________________
James Stauch
Lesley Cornelisse
Webinar
July 6, 2016
___________________________

2. “It’s not hard to see how the connections between computing, information, robotics,
and biotechnologies could deliver spectacular progress. It’s also not hard to imagine
how it could produce mass unemployment and greater inequality.
Technology itself will not determine the future we get. Our choices will.
Leadership will.”
- Prime Minister Justin Trudeau, World Economic Forum (Davos, January, 2016)

3. “The most important contribution that any of us can
make now is not to solve any particular problem, no
matter how urgent…
What we must do now is increase the proportion of
humans who know that they can cause change.”
– Bill Drayton, Founder of Ashoka

4. “…we [must] develop retrospective awareness,
recognize current capacities, and become aware of
future possibilities… - deeply awake to our present
moment as well as our responsibility to the future.”
– Cora Voyageur, Laura Brealey and Brian Calliou,
Restorying Indigenous Leadership (2015)
“Leadership to me specifically means
living by the seven grandfather teachings:
love, humility, respect, honesty, truth,
wisdom, and bravery.”
- Interviewee, Understanding Community
Leadership Learning (2016)

5. Research Team:
James Stauch, Director
Lesley Cornelisse, Research & Programs Associate
Devon Cornelisse, Contract Researcher
Nouralhuda Ismail, BEd Student Research Assistant
An Anonymous
Family Foundation
Providing insight for practitioners and funders
into how potential “leaders” are trained and
nurtured to catalyze social change – i.e. in the
service of community-building, active
citizenship, international development, peace-
building, human rights, social justice,
ecological sustainability or other common
good oriented purposes.
LEADERSHIP
LEARNING IN
CANADA
Aims to illuminate whether, and to what
degree, various youth leadership and youth
innovation approaches are likely to be
effective, and whether there are certain
approaches that are more likely to produce
outcomes that help Canada thrive
economically and socially.
Web-based tool and field report
(program inventory, interviews, alumni survey, archetype development)
Discussion paper
(literature review)

6. 2015201020052000
Leadership CAN be taught (Fredricks, 1999; Day, 2001)

9. Adult Education
Behavioural Psychology
Business Leadership
Community Development
Complexity Science
Crisis Management
Economics
Engineering Management
Evaluation Studies
Human-Centered Design
Political Science
Leadership Studies
Military Studies
Organization Behaviour
Recreation Studies
Social Innovation
Social Psychology
Theology & Moral Philosophy
LEADERSHIP & LEADERSHIP DEVELOPMENT LITERATURE
NON-LEADERSHIP LITERATURE
Literature on Leadership Development
POPULAR literature GREY literature ACADEMIC literature
TRANSFORMATIONAL
Approaches and Theories
TRANSACTIONAL
Approaches and Theories
Source material for this review

11. The “snowflake” model of leadership.
Based on Ganz, Marshall. Leading to
Lead: A Pedagogy of Practice. With
Emily S. Lin. In The Handbook for
Teaching Leadership. Ed. Scott Snook,
Nitin Nohria, and Rakesh Khurana.
SAGE Publications, 2011.
A Social Change Model for Leadership Development (Higher Education
Research Institute, UCLA):
http://osls.emory.edu/leadership_emory/our_philosphy/social_change.html

12. (Day, et al., 2014; Kirk & Shutte, 2004)

13. (Day, et al., 2014; Kirk & Shutte, 2004)
Organizations
v.
Systems
(Senge, Hamilton and Kania, 2015;
Scharmer & Kaufer, 2013)

14. (Day, et al., 2014; Kirk & Shutte, 2004)
Organizations
v.
Systems
(Senge, Hamilton and Kania, 2015;
Scharmer & Kaufer, 2013)
Heirarchical
v.
Self-Organizing
(Ganz, 2010; Wheatley, 2007)

15. Leadership AS DISTINCT FROM…
• Formal authority
• Management
EXCLUDING
• Leadership programs expressly for
personal empowerment, including
most outdoor leadership programs
• Executive or business leadership
programs designed for private
sector managers
• Programs exclusively for public
sector managers or political
leaders
INCLUDING
• NGO-led, University-led, hybrid
• Competitive or open recruitment, including
fellowship or award programs with
leadership learning component
• Certificate, diploma or degree programs
focused on leadership and social change
• Internships, residencies, practicums or
mentorship programs with a significant
leadership component
• Serving Canadians
• Transformational, systems-focused,
community-connected

16. ANCILLARY CRITERIA
• Organizational backbone; primary funding source; longevity; champions
SCALE AND SCOPE CRITERIA
• Geographic focus; thematic focus
PROGRAM DESIGN AND DELIVERY CRITERIA
• Pedagogical approach; theories of change; evaluation
COHORT CRITERIA
• Number of participants and alumni; participant time commitment and deliverables;
alumni relations
*Analysis in particular drew upon theory of change and cohort composition.

17. CAUSE FIRST
• The cause or issue is why leadership is required. For example, “we need leadership to
address climate change.”
COMMUNITY FIRST
• Leadership entails creating space for the community to exercise collaborative, deeply
democratic decisions and actions.
CONTEXT FIRST
• There is a deeper discovery – of history, global context or cultural norms, for example –
in order for true leadership to emerge.
LEADERS IN CONTEXT (LEADER FIRST)
• Development of the person as leader is necessary first – personal competencies are
paramount, even moreso when dealing with leadership for social change.

18. CHANGE-MAKING OR LEADERSHIP?
• No agreement on which is better, but agree that language/label is problematic.
• Are leadership programs reaching the people who can benefit the most?
WHAT IS EXCELLENCE IN LEADERSHIP PROGRAMMING?
• Connection to place – in particular outdoor, land-based experiences
• Connection to community – going beyond the self and beyond the organization
• Connection to context – underlying systems and root causes
• Connection to others – mentors and networks
• Connection to experience – test, practice and master
“We are hungry for leadership, but we often
just end up with better management.”
- Interviewee

19. PROGRAM RATIONALE & GOALS
• Every program sees itself as addressing a unique gap in a unique way
• Connecting transformation of self with transformation of social systems
THEMATIC FOCUS
• Main themes cited: Climate change, inequality, Indigenous leadership, political
participation/civic engagement (esp. new immigrants)
RECRUITMENT & AUDIENCE
• Who benefits most from leadership programs?
• Clarity of vision vs. openness and curiosity
COMMONALITIES BETWEEN PROGRAMS
• Experiential learning
• “The belief that change happens because leaders play a role.”

20. RESOURCES
• Maintaining long-term funding, alumni networks, volunteers
RECRUITMENT
• Oversubscribed
• Self-exclusion bias: Do the people who could benefit the most ‘see themselves’ as leaders?
RELEVANCE
• “What are the most important skills?” How do programs “stay ahead of peoples’ needs?”
RETENTION
• Time commitment; keeping alumni engaged
RESULTS / EVALUATION
• Difficult to evaluate impact (much easier to track outcomes)
• Very few programs use external evaluators
COLLABORATION and INFORMATION SHARING
• Willingness present, but few vehicles to share and collaborate
OUTSTANDING ACHIEVEMENTS
• Program achievements (e.g. replication of program in other regions) + alumni achievements (e.g. program
invention, elected to public office)

21. Tested: Influence on career path; community/issue engagement; shift in worldview; skills,
tools and knowledge development
DISTRIBUTION & RESPONSE RATE CHALLENGES
• Strong survey tool, but uneven distribution
• Program ‘capture’ – 48% of responses affiliated with programs not identified on the 85-
program drop-down list
• 54% of respondents went through either LeadershipVictoria, LeadershipCalgary,
Leadership Edmonton or Leadership Niagara programs
CIVIC ENGAGEMENT
• 57% said their volunteer or civic involvement increased, especially through mentorship
‘SERIAL’ LEADERSHIP PROGRAM PARTICIPANTS
• 31% of respondents participated in 3 or more programs, 8% participated in 9 or more
PROGRAM SELECTION
• Word of mouth and personal networks critical
• Self-exclusion dynamic is potentially very significant

22. PROGRAM COMPLETION GOALS
‘
Table 4: Participant Goals in Completing Leadership Programs
Participant Goal 1 - Slightly
Important
2 3 - Somewhat
Important
4 5 - Extremely
Important
N/A
Becoming more socially conscious 8 1 12 19 49 3
Developing confidence in speaking
about social issues
5 4 16 29 34 4
Developing skills to address social
issues
3 4 15 17 48 5
Developing an entrepreneurial mindset 7 20 23 13 11 18
Understanding policy/advocacy 4 8 15 27 28 9
Mobilizing support 3 8 20 21 29 10
Leading and facilitating groups 5 4 11 23 39 9

23. Personal Leadership
Business & Professional Leadership
Outdoor Leadership
Voluntary Sector & Service Leadership
Entrepreneurship & Innovation Leadership
Social Entrepreneurship
Social Innovation Leadership
Public Policy Influence, Civic Innovation and Social Activism
Community Development Leadership
Global Citizenship
Indigenous Leadership

24. SERVICE LEADERSHIP
• Katimavik
• Loran Scholars
• Royden Richardson Virtual School
forVolunteers (Junior Achievement)
• Sustainable Opportunities forYouth
Leadership (SOYL)
• The Company forYoung Canadians
PSE or EXECUTIVE
NONPROFIT PROGRAMS
• CommunityShift
(Ivey/Western)
• Executive Directions (Calgary)
• McGill-McConnell Program for
NationalVoluntarySector
Leaders
• Master’s (and Diploma) in
Philanthropy and Nonprofit
Leadership (Carleton)
• Leadership courses embedded
in non-profit certificate
programs
• BerkeleyCentre for Social
Sector Leadership
ENGO LEADERSHIP
• Eco-Internship (Secrétariat à la
Jeunesse du Québec / Katimavik)
• IMPACT!Youth Program for
Sustainability Leadership
• MBA Sustainability Leadership
Bootcamp
• Young Conservation Professionals
• Donella Meadows Fellowship
PHILANTHROPY
LEADERSHIP
• ALT/Now: Economic
Inequality Residence
(Banff Centre,CFC)
• CauseSchool
• GenNext (UnitedWay)
• InclusiveGiving Fellowship
(AFP)
• Youth in Philanthropy
program (Toskan Casale
Foundation)
• TransatlanticCommunity
Foundation Fellowship
(Bertelsmann andCS Mott
Foundations)

25. PSE STUDENT ENTREPRENEURSHIP
• ELPTM (University of New Brunswick)
• Enactus
• Pond-Deshpande Centre (University of
New Brunswick)
• Student Ambassadors Program
• B4Change Social Venture Accelerator
• NSpire
• Other Campus Centres
• Dobson-Lagasse Entrepreneurship
Centre (Bishop’s)
• BioLinc (Brock)
• LaurierLaunchpad (Wilfred Laurier)
• Etc.
NEWVENTURE LEADERSHIP
• Fusion Jeunesse
• Junior Achievement
• 21 Inc. (Leaders for the 21st
Century)
• Next 36
• WaterTAP Leadership
Development Program (Ivey)
• Venture for Canada Fellowship
• Interise
• The DO School

26. HUMAN-CENTRED DESIGN
LEADERSHIP
• Imagination Catalyst (OCAD U)
• Grameen Creative Lab
• IDEO Global Fellowship
Program
• Stanford Design Program
Fellowship (d.school)
• Yunus Social Business Design
Lab
ON-CAMPUS INCUBATION
• Social Ventures Zone
(Ryerson)
• St. Paul’s Greenhouse
(Waterloo)
• Social Entreneurship
Fellowship (Brown
University)
• Sustainable Entreprise
Hatchery (College of the
Atlantic)
SOCIAL
ENTREPRENEURSHIP
• Ashoka Canada
• Fellowships in Radical
Doing (Radius SFU)
• School for Social
Entrepreneurs
• Young Arts Entrepreneur
Program (Michaëlle Jean
Foundation)
• Acumen
• Echoing Green
• Skoll Awards for Social
Entrepreneurship

27. OFF CAMPUS RESIDENCIES &
FELLOWSHIPS
• ABSI Connect Fellowship (SiG)
• Getting to Maybe Social Innovation
Residency (Banff Centre/Suncor/
Waterloo)
• MaRS StudioY
• Metcalf Innovation Fellowships
• YoungWomen’s Leadership Program
(Girls Action Foundation)
• TED Fellows
ON CAMPUS SOCIAL INNOVATION
PROGRAMS
• Fellowship programs:
• Ryerson
• Simon Fraser
• New Brunswick
• Waterloo
• Graduate Diploma in Social Innovation
(Waterloo)
• Social Economy Initiative (McGill)
• Social Innovation Bootcamp (Queen’s)
• Stanford Social Innovation Fellowship

28. PUBLIC POLICY
• 4-H Leadership
Summit
• Hollyhock Leadership
Institute
• ThinkTank Programs:
• Broadbent Institute
Leadership Fellows
• Institute for Liberal
Studies Fellowships
• Manning Centre New
Leaders
• Public PolicyTraining
Institutes (Max Bell
Foundation, Maytree,
UnitedWay of Lower
Mainland )
CIVIC ENGAGEMENT
• CityStudio
Vancouver
• CivicAction
• DiverseCity Fellows
• Emerging Leaders
Network
• Why Leadership Matters
• Community
Leadership
Programs:
• Leadership Brandon
• Leadership Niagara
• LeadershipSaskatoon
• LeadershipThunder Bay
• LeadershipWinnipeg
• LeadershipVictoria
• School4Civics
SOCIALACTIVISM /
JUSTICE
• Community
Leadership in Justice
Fellowship (ON Law
Foundation)
• Inner Activist (Tides
Canada)
• Jack Layton School
forYouth Leadership
(Ryerson)
• Social Change
Institute (Hollyhock)
• NextUp
NATION BUILDING
• Action Canada
• Banff Forum
• Canadian QE II
Diamond Jubilee
Scholarships
• Governor General’s
Leadership
Conference
• Jane Glassco
Northern
Fellowship
• Whistler Forum for
Leadership and
Dialogue

29. ASSET-BASED & CITIZEN-LED
DEVELOPMENT LEADERSHIP
• COADY Institute @St.FX:
• CanadianWomen’s
Foundation Leadership
Institute
• Ocean Path Fellowship
• Skills for Social Change
• Etc.
• Communities Collaborating
Institute (Tamarack)
• Hamilton Neighbourhood
Leadership Institute
COOPERATIVE & CED
LEADERSHIP
• Emerging Leaders Committee
(Canadian CED Network)
• BALLE Local Economy Fellows
• Cooperative Developer
Fellowship Program (Democracy
atWork Institute)

30. INTERCULTURAL
COOPERATION
• Inclusive Leadership
Cooperative
(Cowichan
Intercultural Society)
• Intercordia Canada
• Intercultural Dialogue
Institute Fellowship
• Solutionaries
(Calgary Centre for
Global Communities)
• Ariane de Rothschild
Fellowship
• UNAOC Fellowship
INTERNATIONAL
SERVICE
• Aga KhanYouth
Fellowship
• AIESEC
• CanadaWorldYouth:
• Global Learner
Program
• Youth Leaders in Action
• EngineersWithout
Borders
• Junior Fellows
• Professional Fellows
• Rotary Peace
Fellowships
• Synergos Senior
Fellows
• UNDP LEAD
INTERNATIONAL
IDENTITY & POLICY
• Coady Institute:
• Global Change
Leaders Program
• GlobalYouth
Leaders Certificate
• Global Shapers
• Gordon Global
Fellows
• Pearson College
(United World
Colleges)
• Sauvé Scholars
Program
GLOBAL HUMAN
ECOLOGY
• HumanVenture
Leadership
Program
• Redfish School
of Change
• Generative
Council (Center
for Nature and
Leadership)
• Global Human
Ecology
programs
(Cornell)

31. REGIONALAPPROACHES
• Atoske Saskatoon Urban
Aboriginal Leadership Program
• Future Leaders Program
• Dene Nahjo (NWT)
• First Nations LeadershipTraining
(Yukon College)
• kANGIDLUASUk Student Program
(Nunatsiavut, Nunavik)
• IndigenEYEZ (Interior BC)
• OurVoices (Yukon)
• Nunavut Master of Education in
Leadership and Learning (UPEI)
• Nunavut Sivuniksavut
NATIONAL APPROACHES
• Aboriginal Leadership Certificate (Justice Institute
of BC)
• Banff Centre Indigenous Leadership programs
• CanadianYouth Partnership (Rupertsland Institute,
with Katimavik)
• Indigenous Leadership Development Institute
• IndigenousWomen in Community Leadership
(Coady Institute)
• First Nation Leadership Essentials (Centre for First
Nations Governance)
• First Nations, Inuit, and MetisYouth Summer
Leadership Program (Norquest College)
• National Aboriginal Role Model Program (NAHO)
• Australian Indigenous Leadership Centre

32. • Participants:
• Want to develop skills to address and deepen their understanding of social
issues
• Demonstrate high rates of volunteer and civic engagement
• Effective Programs:
• Connect participants to place, community, context, others, and experience
• Engage alumni networks over the long term
• Programs:
• Face similar challenges related to resources, recruitment, relevance,
retention and results/evaluation
• Vary in scale and scope, target participants (cohort composition), and
delivery, design and structure

33. • Program drop-out data is needed
• Understanding the gap between who enrolls and who should be enrolling
• Deeper exploration of self-exclusion / self-selection bias related to leadership
identity
• Further explore the role of post-secondary institutions and secondary school
programs
• What role does childhood learning play in developing the core traits of
leadership?
• Further insight and examples of Indigenous leadership development are
needed
• Plus de recherche est nécessaire sur les programmes canadiens francophones,
as well as additional lessons and insights from outside Canada
• Evaluating for impact: Create an evaluator’s toolbox
• Nurture a Made-in-Canada learning community and alumni network

35. An online, collaborative space
to deepen our understanding
of how leadership
development can help
Canadians better address the
complex challenges we face in
our time.

36. James Stauch, Director
jstauch@mtroyal.ca
Lesley Cornelisse, Research and Programs Associate
lcornelisse@mtroyal.ca
@CPMRU
mtroyal.ca/communityprosperity
• Devon Cornelisse, Research Assistant
• Nouralhuda Ismail, BEd Student, Research Assistant
LEADERSHIP LEARNING RESEARCH TEAM
Our Commitment: To
ensure that students and
citizens have access to
learning opportunities
and research that will
help them lead
transformative change in
their communities.

37. Marshall Ganz
Michael Mumford
Frances Westley
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014).
Advances in leader and leadership development: A review of 25 years of research
and theory. The Leadership Quarterly, 25(1), 63-82.
doi:10.1016/j.leaqua.2013.11.004
Henein, A. & Morissette, F. (2007). Made in Canada Leadership: Wisdom from the
Nation's Best and Brightest on the Art and Practice of Leadership. Mississauga,
ON: John Wiley & Sons Canada, Ltd.
Kenny, C. & Fraser, T.N. (2013). Living Indigenous Leadership: Native Narratives on
Building Strong Communities. Vancouver: UBC Press.
Senge, P., Hamilton, H. & Kania, J. (2015). The Dawn of System Leadership. Stanford
Social Innovation Review, Winter, 2015.
Voyageur, C., Brearley, L. & Calliou, G. (Eds.). (2015). Restorying Indigenous
Leadership: Wise Practises in Community Development (2nd ed.). Banff, AB: Banff
Centre Press.
LITERATURE RECOMMENDATIONS