Community foundations are increasingly looked to as community leaders that coalesce money, people, knowledge, and networks for addressing public problems at the local level. However, the field remains difficult to grasp—what it is and how it materializes in practice. Drawing from both academic and practitioner literature, this article proposes a multidimensional conceptual framework that construes community leadership in six capacities ranging from (a) strategizing, (b) convening, (c) knowledge building, (d) capacity building, (e) partnering, to (f) policy engagement. I applied this conceptual framework to analyze 539 annual reports of U.S. community foundations using semi-automated content analysis. The empirical analysis shows that they tend to specialize in one or a few leadership capacities, but not necessarily all six components. In particular, the capability approach to community leadership through capacity building, partnering, and policy engagement is more favorable among community foundations than a participatory approach through convening and knowledge building. This article contributes to building the conceptual foundation and provides preliminary evidence to advance future research on the foundations' role in community leadership.

中文翻译：

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作为多维能力的社区领导：社区基金会的概念框架和初步发现

社区基金会越来越多地被视为社区领导者，将资金、人员、知识和网络结合起来，以解决地方层面的公共问题。然而，该领域仍然难以掌握——它是什么以及它如何在实践中实现。本文从学术和从业者文献中提出了一个多维概念框架，该框架将社区领导力解释为六种能力，包括 (a) 制定战略、(b) 召集、(c) 知识建设、(d) 能力建设、(e) 合作, (f) 政策参与。我应用这个概念框架使用半自动内容分析来分析美国社区基金会的 539 份年度报告。实证分析表明，他们倾向于专注于一种或几种领导能力，但不一定是所有六个组成部分。特别是，通过能力建设、合作和政策参与的社区领导能力方法比通过召集和知识建设的参与式方法更受社区基金会欢迎。本文有助于建立概念基础，并提供初步证据以推进未来关于基金会在社区领导中的作用的研究。