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Center for Creative Leadership

From EverybodyWiki Bios & Wiki



The Center for Creative Leadership (CCL) is a global nonprofit organization that conducts leadership research and evaluation and provides leadership development programs.[1][2]. Founded in 1970 and headquartered in Greensboro, North Carolina[2], it operates internationally. CCL lists offices in the United States, Europe, Asia-Pacific, and the Middle East[3].

Its work includes leadership assessment tools, including multisource (360-degree) feedback, as well as coaching. It works with organizations across the private, public, and nonprofit sectors[2].

History

The Center for Creative Leadership originated within the Smith Richardson Foundation, a family philanthropy established in 1935 by H. Smith Richardson and Grace Jones Richardson, whose family founded the Vicks company[4][5][6][7]. Beginning in 1957, the foundation funded research by scholars and behavioral scientists on leadership and creativity; this work evolved into a permanent institution incorporated as the Center for Creative Leadership in 1970 in Greensboro, North Carolina[2].

During the 1970s, the Center introduced the Leadership Development Program (LDP), first offered in 1974[2].

A 1997 leadership development review described CCL as a “recognized leader” in the expansion of non-university leadership programs (citing The Wall Street Journal, 1993) and characterized its Leadership Development Program as an “intensive feedback program.”[8]

By the 1980s, CCL had expanded its partnerships with corporate, military, and government organizations and begun operating internationally[2]. Researchers affiliated with the Center published studies on leadership derailment (career setbacks due to factors beyond lack of skill), creativity, and gender barriers in management[2].

In 1987, Ann Morrison, Randall White, and Ellen Van Velsor (then at CCL) authored Breaking the Glass Ceiling[9]. The book—described in peer-reviewed literature as one of the first studies in research on women’s leadership—has been cited in later scholarship and media discussions of the history of the term “glass ceiling,” and has been linked in an encyclopedia account to the term’s rise to national attention[10][11][12][13].

The organization opened campuses in Colorado Springs (1983), San Diego (1987), and Brussels (1990), followed by offices near New Delhi, in Singapore (2003), and Shanghai (2013)[3][14]. By the early 2000s, CCL was operating programs on several continents[2].

Programs and Activities

CCL designs open-enrollment and customized programs for executives, managers, and public officials[2]. A third-party description of CCL’s Leadership Development Program identifies its approach as combining experiential learning, peer feedback (including multisource/360-degree feedback), and executive coaching[2]. A 1997 leadership development review described CCL’s executive education programs and their use of assessment and feedback in leadership development[8].

The Center also offers digital learning platforms and assessment instruments for leadership development, which it reports are used internationally[15][16]. According to the U.S. Office of Personnel Management, CCL appears on its list of providers of executive-development training, while multisource feedback and coaching are commonly used components of Senior Executive Service development[17][18]. Comparable systems operate across the U.K. Senior Civil Service and other administrations, where 360-degree feedback is used in leadership development and appraisal[19][20].

CCL programs and tools have been used in U.S. Army leader development, and RAND Corporation analysis of military training and assessment has cited CCL-related methods and instruments[21][22].

Multisource (360-Degree) Feedback

A Wiley/Pfeiffer overview of 360-degree feedback reports that CCL conducted a mid-1980s upward-feedback study, and that related publications helped bring the idea of upward feedback into the mainstream[23]. Reviews in BMJ and Medical Teacher report that well-designed 360-degree feedback systems can improve professional performance, particularly when supported by coaching and facilitation[24][25].

Studies published in BMC Medical Education and BMC Nursing document the ongoing use of 360-degree feedback in healthcare and education settings[26][27]. Government and intergovernmental bodies including the U.S. Office of Personnel Management, the U.K. Cabinet Office, and the OECD document the use of multisource feedback in leadership appraisal and development[18][28][29].

70-20-10 Model of Development

The “70-20-10” model is a heuristic suggesting that approximately 70 percent of learning occurs through on-the-job experience, 20 percent through relationships and feedback, and 10 percent through formal education[30]. Empirical work published in Human Resource Development Quarterly supports the primacy of informal, experience-based learning, while reviews in Human Resource Development Review and Public Money & Management caution against treating the 70-20-10 ratio as a fixed, precise, or universally applicable rule[31][32][33].

Direction–Alignment–Commitment (DAC)

Scholarly sources describe Direction–Alignment–Commitment (DAC) as a framework defining leadership in terms of producing shared direction, alignment, and commitment within groups, and note its development and use at the Center for Creative Leadership (CCL)[34][35]. Independent research applies Direction–Alignment–Commitment concepts to collective and systems leadership in peer-reviewed journals, including Leadership and other disciplinary outlets, indicating diffusion of the framework across fields[36][37].

Boundary-Spanning Leadership

CCL has published research on collaboration across organizational, cultural, and geographic boundaries, including work on “boundary-spanning leadership”[38][39]. CCL’s research on collaboration across organizational, cultural, and geographic boundaries contributed to the “boundary-spanning leadership” framework, which has been cited in RAND analyses and academic studies of multinational teamwork[40][41].

Independent Research, Use, and Critique

Meta-analytic research in Personnel Psychology and related journals reports that leadership training and multisource feedback interventions can yield statistically significant improvements in learning and performance outcomes[42][43]. Research in Public Administration Review reports similar effects in public-sector settings[44]. Policy studies by the U.S. Merit Systems Protection Board describe the use of multisource feedback and experience-based learning (including developmental assignments and action learning) in executive development[45].

Reviews highlight several debates: effectiveness of 360-degree feedback varies with the design and delivery of feedback, including follow-up and facilitated discussion[43][46]; the 70-20-10 model should not be treated as a fixed or universally applicable rule[32]; and evaluating return on investment for leadership development is difficult when outcomes are confounded by overlapping interventions and attribution challenges[43].

Publications

Researchers affiliated with CCL have published books and peer-reviewed studies on leadership and organizational behavior, including The Center for Creative Leadership Handbook of Leadership Development (Wiley), The CCL Handbook of Coaching (Jossey-Bass), and The Lessons of Experience (1988), as well as articles in Personnel Psychology and the Journal of Applied Psychology[2][47][48][49][50]. Research on leadership derailment, creativity, and organizational change by CCL-affiliated scholars has been discussed in academic and professional analyses of management practice[2].

Reception and Recognition

Academic reference works, including The Oxford Handbook of Leadership and Organizations and Oxford Bibliographies in Leadership Development, discuss CCL-related research on feedback, coaching, and experiential learning within leadership-development scholarship[51][52].

The Financial Times has ranked CCL in its executive-education listings since at least 2005. Financial Times data show CCL placed in the top ten in 2005, 2006, 2007, and again in its combined Executive Education tables in 2016, 2017, and 2018[53][54][55][56]. This includes Open Programmes rankings in 2005, 2006, 2007 and 2019[53][57][58]

Governance and Organization

CCL is registered in the United States as a 501(c)(3) nonprofit.[59]. Governance is exercised through a board of trustees whose members include leaders from business, academia, and public service[60]. According to IRS filings, the Center reported total revenue of $106.7 million for the fiscal year ending March 2022[59]. According to CCL, the organization operates through regionally organized offices across Europe, Asia-Pacific, and the Middle East[3]

Notable People Associated with CCL

  • Lloyd Austin: former U.S. secretary of defense; documented as working with CCL in a U.S. Army lessons-learned publication.[61][62]
  • John R. Ryan: president and CEO of CCL (2007–2022).[63]
  • Bernadette Gray-Little: former chancellor of the University of Kansas; CCL faculty affiliate (1998–2004).[64][65]
  • Dana H. Born: U.S. Air Force brigadier general; completed the Air Force Senior Leadership Course at CCL.[66]
  • Russel L. Honoré: U.S. Army lieutenant general; received leadership development training from CCL.[67]
  • Charles Q. Brown Jr.: chairman of the Joint Chiefs of Staff; completed Leadership at the Peak (2017) at CCL.[68]
  • JoAnne S. Bass: chief master sergeant of the Air Force (2020–2024); completed Leading Strategically and Coaching for Greater Effectiveness at CCL.[69][70]
  • Ramón Colón-López: senior enlisted advisor to the Chairman of the Joint Chiefs of Staff; completed a U.S. Air Force leadership program at CCL.[71]
  • Juana Bordas: leadership author and educator; faculty member at CCL.[72]
  • Grant Reid: former CEO of Mars, Inc.; told the Financial Times in 2022 that he attended the Center for Creative Leadership in Colorado about 20 years earlier, saying it “changed my life".[73][74]

Continuing Presence

CCL frameworks continue to be cited in peer-reviewed journals and international leadership studies, including comparative public-sector leadership analyses that apply Direction–Alignment–Commitment (DAC) concepts.[75][76][77]. The organization continues to appear in scholarly and professional literature on leadership development and related fields[21][75]

Duke University has incorporated CCL leadership development tools and programming into its leadership development efforts.[78][79], and its leadership-development research has been cited by the RAND Corporation in policy analyses and studies of leader development[40]

References

  1. ↑ "Advancing leadership for all on a global scale". Chief Learning Officer. 2025-07-17. Retrieved 2026-01-23.
  2. ↑ 2.00 2.01 2.02 2.03 2.04 2.05 2.06 2.07 2.08 2.09 2.10 2.11 "Harvard Business Impact Education". hbsp.harvard.edu. Retrieved 2026-01-23.
  3. ↑ 3.0 3.1 3.2 "Global Locations". CCL. Retrieved 2026-01-23.
  4. ↑ McDade, Sharon A. (1987). "Higher Education Leadership: Enhancing Skills through Professional Development Programs" (PDF). ERIC. Retrieved January 22, 2026.
  5. ↑ Hodson, H. V. (1909). The International Foundation Directory. Search this book on
  6. ↑ "Foundation Annual Reports". Chronicle of Philanthropy. 2000-03-23. Retrieved 2026-01-23.
  7. ↑ "EFMD Global Focus: Volume 03 | Issue 02 (2009)" (PDF). EFMD Global Focus. June 2009. Retrieved January 22, 2026.
  8. ↑ 8.0 8.1 Hollenbeck, George P.; McCall Jr., Morgan W. (August 1997). "Leadership Development: Contemporary Practice" (PDF). CEO — Center for Effective Organizations. Retrieved January 22, 2026.
  9. ↑ Morrison, Ann M.; White, Randall P.; Velsor, Ellen Van (1994). Breaking The Glass Ceiling: Can Women Reach The Top Of America's Largest Corporations? Updated Edition. Basic Books. ISBN 978-0-201-62702-2. Search this book on
  10. ↑ "Breaking the Glass Ceiling: CAN WOMEN REACH THE TOP OF AMERICA'S LARGEST CORPORATIONS? by Ann M. Morrison, Randall P. White, Ellen Van Velsor and the Center for Creative Leadership (Addison-Wesley: $15.95; 229 pp.)". Los Angeles Times. 1987-07-26. Retrieved 2026-01-23.
  11. ↑ Benschop, Yvonne; Brouns, Margo (2005). "The problems with the glass ceiling: Critical reflections on a famous concept" (PDF). Radboud Repository. Retrieved January 22, 2026.
  12. ↑ Johns, Merida L. (2013). "Breaking the glass ceiling: structural, cultural, and organizational barriers preventing women from achieving senior and executive positions". Perspectives in Health Information Management. 10 (Winter): 1e. ISSN 1559-4122. PMC 3544145. PMID 23346029.
  13. ↑ Pollard, Prudence LaBeach (June 2005). "Critical Analysis of the Glass Ceiling Phenomenon (2005)" (PDF). Sloan Work and Family Research Network (Sloan Network Encyclopedia). Retrieved January 22, 2026.
  14. ↑ "History". CCL. Retrieved 2026-01-23.
  15. ↑ "CCL Leadership Accelerator (CLA) – CCL Resources". resources.ccl.org. Retrieved 2026-01-23.
  16. ↑ "About Us". CCL. Retrieved 2026-01-23.
  17. ↑ "Executive Development". U.S. Office of Personnel Management. Retrieved 2026-01-23.
  18. ↑ 18.0 18.1 Zaccaro, Steven; Feyre, Rachel; Holland, Samantha (November 2015). "Effective Learning Interventions for Developing Executive Core Qualifications (ECQs)" (PDF). U.S. Office of Personnel Management (OPM). Retrieved January 22, 2026.
  19. ↑ "Privacy Notice for the collection of 360 feedback for Senior Civil Servants". GOV.UK. Retrieved 2026-01-23.
  20. ↑ "360°Feedback Instruments & Services". Public Service Commission of Canada. 2008-07-10. Retrieved 2026-01-23.
  21. ↑ 21.0 21.1 "FORSCOM Soldiers, civilians attend high performance development program". www.army.mil. 2013-12-04. Retrieved 2026-01-23.
  22. ↑ "Leader Development in Army Units: Views from the Field" (PDF). RAND Corporation. 2008. Retrieved January 22, 2026.
  23. ↑ Lepsinger, Richard; Lucia, Anntoinette D. (2009). The Art and Science of 360 Degree Flashback (2nd ed.). Hoboken, New Jersey: John Wiley & Sons. pp. 3–22. ISBN 9780470331897. Search this book on
  24. ↑ Miller, Alice; Archer, Julian (2010-09-24). "Impact of workplace based assessment on doctors' education and performance: a systematic review". BMJ. 341: c5064. doi:10.1136/bmj.c5064. ISSN 0959-8138. PMID 20870696.
  25. ↑ Wood, Laurence; Hassell, Andrew; Whitehouse, Andrew; Bullock, Alison; Wall, David (2006). "A literature review of multi-source feedback systems within and without health services, leading to 10 tips for their successful design". Medical Teacher. 28 (7): e185–e191. doi:10.1080/01421590600834286. ISSN 0142-159X. PMID 17594544.
  26. ↑ Schwartz, Rachel; Weimer-Elder, Barbette; Wilkins, Elizabeth; Deka, Dan; Wong, Stephanie; Dang, Bryan K.; Brown, Ryan; Kline, Merisa; Kwan, Lawrence (2022-10-24). "Developing a feedback-rich culture in academic medicine: the effect of coaching and 360-feedback on physician leadership". BMC Medical Education. 22 (1): 733. doi:10.1186/s12909-022-03809-6. ISSN 1472-6920. PMC 9590387 Check |pmc= value (help). PMID 36280819 Check |pmid= value (help).
  27. ↑ Emam, Sabrine Mohammed; Fakhry, Samah Faisal; Abdrabou, Hanaa Mohamed (2024-10-21). "Leaders development program by 360 degree feedback: reflection on head nurses' leadership practices". BMC Nursing. 23 (1): 772. doi:10.1186/s12912-024-02395-w. ISSN 1472-6955. PMC 11492577 Check |pmc= value (help). PMID 39434105 Check |pmid= value (help).
  28. ↑ "OPM Leadership 360". U.S. Office of Personnel Management. Retrieved 2026-01-23.
  29. ↑ OECD (2021). Public Employment and Management 2021: The Future of the Public Service. OECD Publishing. ISBN 978-92-64-92370-6. Search this book on
  30. ↑ "Learning Philosophy | Human Resources". hr.princeton.edu. Retrieved 2026-01-23.
  31. ↑ Enos, Michael D.; Kehrhahn, Marijke Thamm; Bell, Alexandra (Winter 2003). "Informal Learning and the Transfer of Learning: How Managers Develop Proficiency" (PDF). Nakahara Lab. Retrieved January 22, 2026.
  32. ↑ 32.0 32.1 Clardy, Alan (2018-06-01). "70-20-10 and the Dominance of Informal Learning: A Fact in Search of Evidence". Human Resource Development Review. 17 (2): 153–178. doi:10.1177/1534484318759399. ISSN 1534-4843.
  33. ↑ Harding, Richard (2021). "Debate: The 70:20:10 'rule' in learning and development — The mistake of listening to sirens and how to safely navigate around them" (PDF). Public Money & Management. 41 (8): 6–7. doi:10.1080/09540962.2021.1951517.
  34. ↑ Drath, Wilfred H.; McCauley, Cynthia D.; Palus, Charles J.; Van Velsor, Ellen; O'Connor, Patricia M.G.; McGuire, John B. (2008). "Direction, alignment, commitment: Toward a more integrative ontology of leadership" (PDF). The Leadership Quarterly. 19 (6). doi:10.1016/j.leaqua.2008.09.010 (inactive 28 January 2026).
  35. ↑ McCauley, Cynthia D.; Palus, Charles J. (2021-10-01). "Developing the theory and practice of leadership development: A relational view". The Leadership Quarterly. 21st Century Leadership Development: Bridging Science and Practice. 32 (5): 101456. doi:10.1016/j.leaqua.2020.101456. ISSN 1048-9843.
  36. ↑ Kjellström, Sofia; Stålne, Kristian; Tornblom, Oskar (2020). "Six ways of understanding leadership development: An exploration of increasing complexity" (PDF). Leadership. 16 (4): 434–460. doi:10.1177/1742715020926731.
  37. ↑ White, A. Nicole (2020). "Shifting Leadership in Times of Crisis: A Role for DAC". Journal of Biomolecular Techniques. 31 (4): 117–118. doi:10.7171/jbt.20-3104-001. ISSN 1943-4731. PMC 7466937 Check |pmc= value (help). PMID 32922214 Check |pmid= value (help).
  38. ↑ Yip, Jeffrey; Ernst, Chris; Campbell, Michael (2016). "Boundary Spanning Leadership: Mission Critical Perspectives from the Executive Suite". CCL Innovation (Center for Creative Leadership). doi:10.35613/ccl.2016.1061. Retrieved January 22, 2026.
  39. ↑ Ernst, Chris; Chrobot-Mason, Donna (12 November 2010). Boundary Spanning Leadership: Six Practices for Solving Problems, Driving Innovation, and Transforming Organizations. McGraw Hill Professional. ISBN 978-0-07-170158-7. Search this book on
  40. ↑ 40.0 40.1 Ellis, Conlan (2024). "Command and Control in the Future: Concept Paper 3 — Conceptualising C2 as a Capability" (PDF). RAND Corporation. Santa Monica, CA. Retrieved January 22, 2026.
  41. ↑ Zander, Lena; Mockaitis, Audra I.; Butler, Christina L. (2012). "Leading global teams" (PDF). Journal of World Business. 47 (4): 592–603. doi:10.1016/j.jwb.2012.01.012.
  42. ↑ Lacerenza, Christina N.; Reyes, Denise L.; Marlow, Shannon L.; Joseph, Dana L.; Salas, Eduardo (2017). "Leadership Training Design, Delivery, and Implementation: A Meta-Analysis" (PDF). Journal of Applied Psychology. 102 (12): 1686–1718. doi:10.1037/apl0000241.
  43. ↑ 43.0 43.1 43.2 Smither, James W.; London, Manuel; Reilly, Richard R. (2005). "Does Performance Improve Following Multisource Feedback? A Theoretical Model, Meta-Analysis, and Review of Empirical Findings" (PDF). Personnel Psychology. 58: 33–36. doi:10.1111/j.1744-6570.2005.514_1.x.
  44. ↑ Jacobsen, Christian Bøtcher; Andersen, Lotte Bøgh; Bøllingtoft, Anne; Eriksen, Tine Louise Mundbjerg (2022). "Can Leadership Training Improve Organizational Effectiveness? Evidence from a Randomized Field Experiment on Transformational and Transactional Leadership" (PDF). Public Administration Review. 82 (1): 117–131. doi:10.1111/puar.13356.
  45. ↑ U.S. Merit Systems Protection Board (2008). "Training and Development for the Senior Executive Service: A Necessary Investment" (PDF). U.S. Merit Systems Protection Board. Retrieved January 22, 2026.
  46. ↑ Lockyer, Jocelyn; Sargeant, Joan (2022). "Multisource feedback: an overview of its use and application as a formative assessment". Canadian Medical Education Journal. 13 (4): 30–35. doi:10.36834/cmej.73775 (inactive 28 January 2026). ISSN 1923-1202. PMC 9441111 Check |pmc= value (help). PMID 36091727 Check |pmid= value (help).
  47. ↑ Velsor, Ellen Van; McCauley, Cynthia D.; Ruderman, Marian N. (2010-03-01). The Center for Creative Leadership Handbook of Leadership Development. John Wiley & Sons. ISBN 978-0-470-38739-9. Search this book on
  48. ↑ Ting, Sharon; Scisco, Peter (2012-06-14). The CCL Handbook of Coaching: A Guide for the Leader Coach. John Wiley & Sons. ISBN 978-1-118-42960-0. Search this book on
  49. ↑ Bono, Joyce E.; Braddy, Phillip W.; Liu, Yihao; Gilbert, Elisabeth K.; Fleenor, John W.; Quast, Louis N.; Center, Bruce A. (2017-12-01). "Dropped on the way to the top: Gender and managerial derailment". Personnel Psychology. 70 (4): 729–768. doi:10.1111/peps.12184. ISSN 0031-5826.
  50. ↑ Schneider, Benjamin; Smith, D. Brent; Taylor, Sylvester; Fleenor, John (1998). "Personality and organizations: A test of the homogeneity of personality hypothesis". Journal of Applied Psychology. 83 (3): 462–470. doi:10.1037/0021-9010.83.3.462. ISSN 1939-1854.
  51. ↑ "Oxford Bibliographies". www.oxfordbibliographies.com. Retrieved 2026-01-23.
  52. ↑ Day, David V., ed. (2014). The Oxford Handbook of Leadership and Organizations [en]. Oxford University Press. ISBN 9780199984053. Search this book on
  53. ↑ 53.0 53.1 "Financial Times Executive Education — Open Programmes 2007: Center for Creative Leadership". Financial Times. 2007. Retrieved January 22, 2026.
  54. ↑ "Financial Times Executive education rankings 2016" (PDF). Financial Times. 2016. Retrieved January 22, 2026.
  55. ↑ "Financial Times Executive Education 2017 — Open enrollment and custom rankings (underlying scores table)" (PDF). Financial Times. 2017. Retrieved January 22, 2026.
  56. ↑ "Financial Times Executive Education 2018 — open enrollment rankings (underlying scores table)". Financial Times. 2018. Retrieved January 22, 2026.
  57. ↑ "Financial Times Executive Education — Open Programmes 2019: Center for Creative Leadership". Financial Times. 2019. Retrieved January 22, 2026.
  58. ↑ "Financial Times Executive Education — Programme portfolio: Center for Creative Leadership". Financial Times. Retrieved January 22, 2026.
  59. ↑ 59.0 59.1 "Center For Creative Leadership - Nonprofit Explorer". ProPublica. 2013-05-09. Retrieved 2026-01-23.
  60. ↑ "Governance". CCL. Retrieved 2026-01-23.
  61. ↑ "Transition Planning: Guidance for Leadership Transitions" (PDF). Public Intelligence. Retrieved January 22, 2026.
  62. ↑ "Lloyd J. Austin III". Historical Office. Archived from the original on 2025-10-12. Retrieved 2026-01-23. Unknown parameter |url-status= ignored (help)
  63. ↑ "DEF 14A". www.sec.gov. Retrieved 2026-01-23.
  64. ↑ "Previous Chancellors". Retrieved 2026-01-23.
  65. ↑ Hawkins, Walter L. (2009). African American Biographies, 3: Profiles of 909 Current Men and Women. Jefferson, NC: McFarland & Company. p. 255. ISBN 978-0786441310. Search this book on
  66. ↑ "DANA H. BORN". Air Force. Archived from the original on 2025-06-18. Retrieved 2026-01-23. Unknown parameter |url-status= ignored (help)
  67. ↑ "Profiles - Southern University Alumni Veterans | Southern University System". www.sus.edu. Retrieved 2026-01-23.
  68. ↑ "General Charles Q. Brown Jr". United States Air Force. Retrieved January 22, 2026.
  69. ↑ "JOANNE S. BASS". Air Force. Archived from the original on 2025-11-12. Retrieved 2026-01-23. Unknown parameter |url-status= ignored (help)
  70. ↑ "Chief Master Sergeant of the Air Force JoAnne S. Bass" (PDF). United States Air Force. 2018. Retrieved January 22, 2026.
  71. ↑ "Site Up". www.af.mil. Retrieved 2026-01-23.
  72. ↑ "Juana Bordas". Colorado Women's Hall of Fame. Retrieved 2026-01-23.
  73. ↑ "Mars long-time CEO Reid to retire, petcare unit head to succeed". Reuters. 2022. Retrieved January 22, 2026.
  74. ↑ "Mars' outgoing CEO on succession, family businesses and eating his own dog food". www.ft.com. Retrieved 2026-01-23.
  75. ↑ 75.0 75.1 Conger, Jay A. (2024-11-23). "Leveraging Leadership Development to Pre-Empt Leader Derailments". Behavioral Sciences (Basel, Switzerland). 14 (12): 1122. doi:10.3390/bs14121122. ISSN 2076-328X. PMC 11673693 Check |pmc= value (help). PMID 39767263 Check |pmid= value (help).
  76. ↑ "Relational Leadership" (PDF). Australia and New Zealand School of Government (ANZSOG). 2025. Retrieved January 22, 2026.
  77. ↑ "Enhancing the Effectiveness of Team Science". www.nationalacademies.org. Retrieved 2026-01-23.
  78. ↑ Resources, Human. "Duke Leadership Academy Coaches: Gina Rogers | Human Resources". hr.duke.edu. Retrieved 2026-01-23.
  79. ↑ Resources, Human. "Marjorie Siegert | Human Resources". hr.duke.edu. Retrieved 2026-01-23.

External links

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