The natural environment benefits greatly from the work of volunteers. However, little is known as to why people are willing to volunteer their time to such programs. The study participants were 401 volunteers from six natural resource organizations. The study identified and assessed motivations of volunteers within the conservation and natural resources arena. The results suggest that there are many volunteer motivations, although 'helping the environment' clearly emerged as most important. Second-tier motivations included 'improving areas that volunteers use for their own recreation', 'expressing their values', 'learning about the natural environment' and 'socializing with people with similar interests'. Managers need to consider these motivations, developing programs in order to provide volunteers with an experience that meets their motivations. By developing programs with volunteer motivations in mind, managers will better be able to recruit and retain volunteers within their organizations.

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With record-breaking tourist visits in Kenya in 2005-2006, communities near the country's renowned protected areas must undertake or revisit planning efforts to conserve and enhance the region's natural, social, and economic resources. This article examines the differences between two stakeholder groups in the Samburu region of central Kenya: (1) protected area leadership and staff; and (2) members of the communities adjacent to the protected areas. Based on the results and analysis of 30 in-depth interviews, the authors identify differences between protected area staff and their community members regarding perceptions about communication between the two groups, and the economic benefits of tourism. The different stakeholders agreed, however, about challenges related to equitable distribution of tourism-based employment and revenue. The results indicate a need to reach consensus about what constitutes sufficient communication between national reserves and their community, and to what extent tourism-related revenue and employment should be distributed within the region. A discussion of the potential role of indicators and standards to make such decisions is presented.

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Conservation leadership is a term without a widely shared understanding of its scope and meaning. In this article, the author shares perspectives based on interviews, literature, and a survey to begin to identify strategies that define conservation leadership. Results indicate that some elements of conservation leadership are similar to strategies of effective leadership more broadly. Conservation leadership also includes distinguishing aspects, however, such as conflict management and partnership‐building. The purpose of this article is to provide some initial thoughts and ideas to address “What is conservation leadership?” The outcomes of this work can assist those in leadership positions and those who teach conservation leadership by defining the skills and strategies necessary to be effective in conservation leadership roles.