Learning, Changing, and Doing: A Model for Transformational Leadership Development in Religious and Non-Profit Organizations

Abstract

Religious and non-profit organizations seek people who continually experience learning and growth within their work. Such persons will not stop at doing their jobs well; they develop as leaders who in turn create positive transformation within their group. The purpose of this article is to define a transformational leadership development process integrating learning, changing, and doing as the preferred model in the life of a religious or non-profit organization. The outcome will be persons who grow as leaders, experience meaning in their service, and contribute significant organizational change.

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