Cletzer, D. Adam (author), Mott, Rebecca L. (author), Simonsen, Jon C. (author), Tummons, John D. (author), Peckman, Jaelyn Y. (author), and Preston, Kate (author)
Format:
Journal article
Publication Date:
2022-01-01
Published:
USA: American Association for Agricultural Education
Location:
Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 205 Document Number: D12706
17 pages, Agricultural leadership coursework has sought to developed leadership skills in graduates of colleges of agriculture for decades. Yet, a national study of the scope and nature of undergraduate leadership coursework has not been conducted since 2003. The purpose of this study was to provide empirical data for discussion of the state of agricultural leadership education. A census of all programs represented by faculty in AAAE was conducted, and 227 courses were determined to exist, the most common types of courses were introduction to leadership, personal leadership, and team and group leadership. The most common leadership theories or concepts present in the 100 course syllabi analyzed were “traits and skills,” “ethics,” and “servant leadership.” More than 80 different textbooks were used.
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.
