That Program Really Helped Me: Using Focus Group Research to Measure the Outcomes of Two Statewide Leadership Programs

Abstract

This qualitative study attempts to document outcomes of two statewide agricultural and rural leadership programs by determining the affects of the program on participants after they graduate. The study explored three levels of outcomes: individual, organizational and community using the EvaluLEAD framework developed by Grove, Kibel and Haas (2005). Participants in the study were graduates of the Arkansas and Ohio statewide agricultural and rural leadership programs from 1984-2005. The research method is the first attempt to use focus groups to explore the outcome areas using the EvaluLEAD model. The outcomes reported by participants are documented as well as the methodology

Business without the Math: Competing Discourses and the Struggle to Develop an Undergraduate Leadership Program

“…This role is, in part, driven by a strong belief in the wide ranging benefits of undergraduate leadership education. Research suggests that the early introduction of leadership education to first year undergrads has the potential to have a positive impact on leadership behaviours of students in their senior years of study (Posner, 2009) and potentially long-term influences on individual, organizational and community engagement and awareness (Black, Metzler, & Waldrum, 2006). Other researchers suggest that leadership programs establish the capacity for a "leadership culture in society" (Ayman, Adams, Fischer, & Hartman, 2003, p. 220).…”

Assessment in Academic Based Leadership Education Programs

“…Both NSSE and the MSL are quantitative examples of self-report assessment techniques while other leadership programs integrate qualitative approaches. Black, Metzler and Waldrum (2006) described the use of focus groups to assess the impact of a statewide leadership development program. While the study was conducted among alumni of practitioner-based leadership development programs there are valuable lessons to be learned for academic-based leadership programs as well.…”

An Examination of the Relationships between Leadership Development Approaches, Networking Ability, and Social Capital Outcomes

“…These relationships are developed and maintained through networking, which is a useful developmental behavior, because it can expand an individual's social network (Kilpatrick, Field, & Falk, 2003;Uhl-Bien, 2006;Wolff & Moser, 2010) and increase social capital capacity (de Janasz & Forret, 2008;Friar & Eddleston, 2007). As such, networking is a widely reported outcome of leadership program participation (see Black, Metzler, & Waldrum, 2006;Carter & Rudd, 2000;Dhanakumar, Rossing, & Campbell, 1996;Diem & Nikola, 2005;Kelsey & Wall, 2003;Roberts, 2013). There is also growing recognition that network-enhancing LDPs "can improve individuals' effectiveness in leadership roles and processes and the collectives' ability to produce leadership" (Cullen-Lester, Maupin, Carter, 2017, p. 131).…”