Vargas, Elizabeth (author) and Burgoa, William (author)
Format:
Book chapter
Publication Date:
2009
Published:
International
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Document Number: C29858
Notes:
Pages 137-139 in Ian Scoones and John Thompson (eds.), Farmer First revisited: innovation for agricultural research and development. Practical Action Publishing, Warwickshire, U.K. 357 pages.
19 pages., This article reports on a technology stewardship training program to promote ICT leadership development with agricultural extension practitioners in Sri Lanka. Researchers used a multi-method approach with a single embedded case study. Data were collected using a pre-course survey, formal course evaluation, classroom observation, and semi-structured interviews with participants. Kirkpatrick's four-level evaluation model was used to structure analysis of the results. Findings from this study show a positive response to technology stewardship training among agricultural extension practitioners in the course, that learning objectives of the course are achievable when offered as an in-service training program, that self-confidence with ICT is improved, and that some participants applied their learning in a post-course activity. Results from the study also raise a number of considerations for future course design in order to better support digital leadership development in practice. Technology stewardship training shows promise as a form of ICT leadership education for agricultural communities of practice in Sri Lanka and elsewhere. This article contributes to a better understanding of the role of social learning among communities of practice in agricultural extension services, and in contributing to effective use of ICT for agriculture development more broadly.
10 pages, via online journal, Extension’s ability to purposively develop the capacity of its agents to effectively work with and
lead people is limited by a lack of data that identifies for which competencies agents need training.Interpersonal leadership competencies are widely recognized as important for Extension
professionals and the literature indicates they are linked with job satisfaction, motivation, and
performance. The Borich method was used to identify priority training needs for Extension agents
in Florida within the interpersonal leadership domain. A Principal Component Analysis revealed
the interpersonal leadership competencies could be operationalized into two latent constructs,
conflict management and group leadership. Competencies for which training is most needed were
mostly part of the conflict management construct. The results can be used to intentionally design
professional development programs, improve the state’s competency model, and inform future
research related to conflict in Extension.
Online via Ebscohost. 1 page., Author discusses aspects of the importance of membership and active involvement in organizations like North American Agricultural Journalists and the American Agricultural Editors' Association for farm editors and writers to present real stories and struggles of farmers in the U.S. and Canada.
19 pages., Via online journal., This project’s primary purpose was to identify and describe the leadership styles and skills emphases of current Kansas agricultural organization chief executive officers. Twenty-three current CEOs participated and were described in terms of their leadership styles, leadership-skills emphases, and demographics. Overall, they appeared to be rather “middle of the road” on each of the Multifactor Leadership Questionnaire’s nine leadership scales. Leadership styles were not significantly affected by demographics, with the exception of formal leadership training affecting transactional leadership and education level, organizational category, and staff size affecting passive-avoidant leadership. Participants generally rated the 50 leadership skills as important. Leadership styles did not significantly affect the skill emphases. In evaluating CEO candidates, an agricultural organization should design its process to gauge leadership styles and skills separately because, according to this project, they do not predict each other. Once a new CEO is hired, a formal leadership-training program should emphasize the transformational style over the transactional and, more so, passive-avoidant while still maintaining an appropriate balance between transformational and transactional.
