Ph.D. in Public Administration
Arizona State University
Sol Price School of Public Policy
Ralph and Goldy Lewis Hall
Los Angeles, CA 90089
Civic engagement and public participation, organizational behavior, nonprofit leadership and management, transformational leadership and change
Kelly Campbell Rawlings, Ph.D. is an assistant professor (nonresident teaching) with the Sol Price School of Public Policy at the University of Southern California where she develops and teaches courses on organizational behavior, nonprofit management and leadership, strategic planning, and the nonprofit sector and philanthropy. Her research focuses on identifying innovative approaches to public participation and civic engagement and explores the notion of civic capacity and the ways in which the skills, behaviors, and attitudes necessary for participation in public life can be developed. Her work has been published in Administration & Society, Administrative Theory and Praxis, the Journal of Public Affairs Education, and in the book Government is Us, 2.0.
Prior to academia Dr. Rawlings worked in the nonprofit sector as a prevention education specialist for the Center Against Sexual Abuse and as a policy advocate for the Arizona Coalition Against Domestic Violence. She also worked as an academic associate for Arizona State University’s Lodestar Center for Philanthropy and Nonprofit Innovation, where she conducted research on the nonprofit sector and developed and coordinated projects designed to build the organizational capacity of nonprofits.
Dr. Rawlings is an Alliance Facilitation Fellow through the St. Luke’s Health Initiative in Phoenix, AZ. She has completed the International Association for Public Participation’s certificate training and the Institute for Cultural Affairs’ Technology of Participation Facilitation Methods course. She provides consulting and facilitation services to nonprofit and governmental organizations on leadership and organizational development, decision-making, strategic planning, board governance, and civic engagement and public participation.
Selin, C., Rawlings, K.C. Rawlings, de Ridder-Vignone, K. et al. (Forthcoming, 2015). Experiments in Engagement: Designing PEST for Capacity-Building. Revise and resubmit Public Understanding of Science.
Catlaw, T.J., Rawlings, K.C., and Callen, J. (2014). The Courage to Listen: Government, Truth-telling, and the Care of Self. Administrative Theory & Praxis 36(2): 197-218
Rawlings, K.C. (2012). Citizen-Led Initiatives and the 5 Communities Project. Sponsored evaluation research report conducted for the Center for the Future of Arizona.
Rawlings, K.C. (2012). Attending Tocqueville’s School: Examining the intrapersonal, political, and civic effects of nonprofit board participation, Administrative Theory & Praxis 34(3): 320-356
Rawlings, K.C. (Ed.). (2012). Civic Engagement. Research Report prepared for the 100th Arizona Town Hall
Rawlings, K.C. (2012). Introduction: Setting the Stage. Arizona Town Hall’s Civic Engagement Research Report
Rawlings, K.C. & Catlaw, T. J. (2011). “’Democracy as a Way of Life’: Rethinking the Places and Practices of Public Administration.” In King, C. (Ed.), Government is Us 2.0. Armonk, NY: Sharpe
Catlaw, T.J. and Rawlings, K.C. (2010). Promoting Participation from the Inside-Out: Workplace Democracy and Public Engagement. Promoting Citizen Engagement and Community Building Tempe, AZ: Alliance for Innovation
Campbell, K. (2007). Arizona Nonprofits: Scope of the Sector. A technical research report prepared for the ASU Center for Nonprofit Leadership & Management
Denhardt, J. & Campbell, K. (2006). The Role of Democratic Values in Transformational Leadership. Administration & Society 38(5): 556-572
Campbell, K. (2005). Nobody Said It Was Easy: Examining the Matroyshka Dolls of Citizen Engagement. Administration & Society 37 (5): 636-648
Campbell, K. (2005). Theorizing the Authentic: Identity, Engagement & Public Space. Administration & Society 36 (6): 688-705
Denhardt, J. & Campbell, K. (2005). The Challenges of Leadership Education in Public Administration: Finding the Fit Between Purpose and Approach. Journal of Public Affairs Education 11 (3): 169-179