With the increase in the number of organizational leadership development programs, there is a pressing need for evaluation to answer important questions, improve practice, and inform decisions. The Handbook is a comprehensive resource filled with examples, tools, and the most innovative models and approaches designed to evaluate leadership development in a variety of settings. It will help answer the most common questions about leadership development efforts, including: What difference does leadership development make? What development and support strategies work best to enhance leadership? Is the time and money spent on leadership development worthwhile? What outcomes can be expected from leadership development? How can leadership development efforts be sustained? This groundbreaking book -- which brings together a distinguished list of contributors who share their knowledge and expertise about this important field -- will help practitioners and researchers lay a foundation for the open exchange of ideas and put in place the process of application, adaptation, and subsequent learning of leadership development evaluation. Opening this book are a Foreword (Laura C. Leviton), Preface, Acknowledgements, The Authors, and an Introduction. The handbook then divides into three parts and nineteen sections, as follows. Part One, Designing Leadership Development Evaluations, contains: (1) Experimental and Quasi-Experimental Evaluations; (2) Leading with Theory: Using a Theory of Change Approach for Leadership Development Evaluations; (3) EvaluLEAD: An Open-Systems Perspective on Evaluating Leadership Development; and (4) Making Evaluation Work for the Greater Good: Supporting Provocative Possibility and Responsive Praxis in Leadership Development. Part Two, Leadership Development Evaluation In Context, contains: (6) Building Leadership Development, Social Justice, and Social Change in Evaluation Through a Pipeline Program; (7) From the Inside Out: Evaluating Personal Transformation Leadership Efforts; (8) Evaluating Leadership Development and Organizational Performance; (9) The Importance of Local Context in Leadership Development and Evaluation; (10) Evaluating Community Leadership Programs; (11) Evaluating Leadership as a Strategy to Transform Complex Systems; (12) Evaluating Leadership Development for Social Change; (13) Evaluating Youth Leadership Through Civic Activism; and (14) Evaluating Leadership Efforts for Neighborhood Transformation. Part Three, Increasing Impact Through Evaluation Use, contains: (15) Strategic Uses of Evaluation; (16) Evaluation for Planning and Improving Leadership Development Programs: A Framework Based on the Baldrige Education Criteria for Performance Excellence; (17) Communications in Evaluation: A Systems Approach; (18) Accelerating Learning About Leadership Development: A Learning Community Approach; and (19) Continuous Learning. Following these sections are: Afterword: Future Directions for Leadership Development Evaluation; Name Index; Subject Index; and About the Center for Creative Leadership. [This book is a joint publication between Jossey-Bass and the Center for Creative Leadership.]