The cost of conflict avoidance and mismanagement can be detrimental to organizational environments. Thus, the need for individuals capable of managing conflict effectively is a vital and necessary leadership skillset, specifically within higher education. The purpose of this study was to examine if participation in the LEAD21 leadership development program, a national leadership program for faculty emerging as leaders in the land-grant university system, changed participant levels of conflict management capacity. The longitudinal analysis included comparisons across members of four classes in the LEAD21 program, as well as the aggregated data from all four years. Results indicated the overall level of conflict management capacity rose by an average of 15.1%. Agricultural leadership educators can use the results to inform leadership education initiatives while also using the presented Conflict Management Scale to measure such initiatives. Study expansions, implications, and recommendations are discussed.
A survey concerning perceptions of academic librarians was conducted at a large, 4-year university with three populations: librarians, faculty, and undergraduate students. The high response rate and the use of an instrument based on previous studies offers the possibility of longitudinal comparison and the identification of relationships between groups within one environment. Results will be presented in a series of articles, beginning with this paper's study introduction and literature review of librarian, faculty, and student perceptions of librarians. Subsequent papers will present results from the three surveys and offer analysis across the three groups. The literature review focused on research studies of U.S. and Canadian academic libraries since 2000 with relevance to these major research questions: perceptions about what librarians know (expertise and skills), what librarians do (role and duties), and what librarians are like (motivations and affective behaviours). Librarians' perceptions of themselves as critically important yet underappreciated seem to have persisted, perhaps because they are the only group to see the university-wide scope of their jobs, whereas, non-librarian faculty and students have a more limited views of the profession. In contrast to previous studies, recent literature suggests that course-integrated information literacy (IL) instruction has increased the visibility of librarians as educators to both faculty and students. The influence of popular media on students' perceptions seems less powerful, opening the door wider for library marketing and branding programs.
The need for individuals capable of leading change has become pronounced based on the changes occurring within the higher education system. The purpose of this study was to examine if participation in the LEAD21 leadership development program, a national leadership program for faculty emerging as leaders in the land-grant university system, changed participant levels of change leadership. The longitudinal analysis included comparisons across members of three classes in the LEAD21 program, as well as the aggregated data from all three years. Results indicated overall level of change leadership rose by an average of 28.8%. Additionally, the study established benchmarks for pre-program and post-program levels of change leadership. Leadership educators can use the results to inform future leadership education initiatives. Furthermore, the study presents a Leading Change Scale that may be appropriate for future leadership program evaluations. Ongoing evaluations of leadership programs are encouraged.
Transformational leadership, a type of leadership commonly promoted within higher education, has been shown to positively affect performance, collaborative behavior, and goal accomplishment. Such skills may correlate with the level of job responsibility one has been given and the technical, human, and conceptual skills needed for one to be successful. This study sought to bridge a research gap by exploring correlations between transformational leadership and skills-approach leadership with an exploration of the role of gender within perceptions. An unexpected result based on gender was found: As females achieve higher roles within the Land-Grant University System, the perception of their transformational leadership decreases while that of males increases. Transformational leadership and skills-approach leadership is discussed within the context of gender.
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