Agricultural Communications Documentation Center, Funk Library, University of Illinois Document Number: C19060
Notes:
Pages 262-305 in Rajab Ali Memon, managing author, and Elena Bashir, editor, Extension methods. National Book Foundation, Islamabad, Pakistan. 378 pages.
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.
