Search results

In a non-equivalent control group design 280 student volunteers participated in a an examination of the impact of a leadership training on the development of leadership self-efficacy perceptions among trainees. The training was designed to present multiple exposures to four kinds of efficacy information Bandura (1997) proposes influences the self-efficacy estimate. One-half of the group completed a 15-week undergraduate leadership class while the other half completed various undergraduate psychology classes. Pre- and post-training measures were collected. The results showed the training group perceived having experienced more leadership related efficacy information than the control group. A test for main effects of training indicated no significant change in LSE. Those participants’ low in initial LSE showed a significant increase in post-training LSE. The greater plasticity of individuals low in LSE suggests the practical utility of leadership training on trainees’ LSE is influenced by their pre-training LSE.

Taking the perspective that leadership education is similar to art education created a bridge connecting the leadership education literature with the large and rich body of literature on art education and art history. A survey of the more prominent Renaissance art academies was employed to illuminate the education practices of that extraordinary time, and then consider whether these practices had application to modern day leadership education. Results directly challenged the efficacy of the skills approach to leadership education, affirmed the importance of the mentoring method, supported the communities of practice method as a powerful tool for leadership education, argued for the idea of a talent for leadership, proposed designing leadership games and simulations that included positive and negative consequences, and stressed the importance of creating college and university based leadership academies.

This study used qualitative research procedures to evaluate the learning impact of a long term (3 ½ years) leadership education program on participants’ cognitive models of leadership. Situated learning theory (Lave & Wenger, 1991) and communities of practice principles (Wenger, McDermott, & Snyder, 2002) were used to develop research questions, frame the analysis, and interpret the findings. Participants were drawn from a long established collegiate student organization that has as its objective the development of the leadership capabilities of its members. As members, these students have experienced a military academy type life style while also pursuing their undergraduate studies within a large university setting. Researchers content analyzed 200 to 300 word leadership essays written by 50 student-cadets to determine their cognitive models of leadership. Three models were identified. Leading through relationships was the most frequently discussed in participants’ essays (80%), followed by leading by example (70%), and finally leading by influence (5%). Implications for findings for both practice and research are discussed.

This research evaluated learning outcomes of a leadership development program at a large, southern land grant institution. The program is an interdisciplinary, semester-long class where experience and theory are juxtaposed to offer leadership training and development. Through an intensive research project, the program exposes students to four practical skills and four adaptive skills related to leadership development. The research outcomes of this study found that students did perceive to have gained the intended leadership skills as related to the four practical and four adaptive skills set forth by the program curriculum. As leadership programs continue to grow, these programs must be assessed and evaluated to continue to garner merit within the academic community.

According to a survey of professionals in agricultural education, The Journal of Leadership Education (JOLE) is a new and primary outlet of leadership education research and professional scholarship. The purpose of this study was to assess five years of JOLE’s primary and secondary research theme areas, frequent primary and secondary research themes by year, prolific authorship, and research methods and types using a mixed-methods design. A compilation of the research results is reported. Research themes appear cyclic and add little to improving an apparent lack of research continuity. Research must continue to determine cycle depth and the influence on research in leadership education as an integrated specialization area of agricultural education. This research may be used comparatively with the National Research Agenda to determine where future research should be focused.

Previous studies indicate that a college-student’s leader self–efficacy (LSE) enhances the ability to be an effective leader. However, there is limited empirical evidence on the college experiential factors that develop students’ LSE in Historically Black Institutions (HBIs). The purpose of this study is to adapt Astin’s input-environment- outcome (I-E-O) model to identify the effects of college experiential variables (environment) on student LSE development (output) while controlling for precollege variables (input). Pre- and post-data were collected from 200 freshmen studying at two Historically Black Institutions and analyzed using the hierarchical multiple regression (HMR). The findings suggested that precollege LSE and college co-curricular leadership experiences significantly influence students’ LSE development.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

The US fossil fuel industry is vulnerable to opposition from other sectors of the ruling class. Non-fossil fuel capitalists might conclude that climate breakdown jeopardizes their interests. State actors such as judges, regulators, and politicians may come to the same conclusion. However, these other elite actors are unlikely to take concerted collective action against fossil fuels in the absence of growing disruption by grassroots activists. Drawing from the history of the Obama, Trump, and Biden presidencies, I analyze the forces determining government climate policies and private-sector investments. I focus on how the climate and Indigenous movements have begun to force changes in the behavior of certain ruling-class interests. Of particular importance is these movements' progress in two areas: eroding the financial sector's willingness to fund and insure fossil fuels, and influencing judges and regulators to take actions that further undermine investors' confidence in fossil fuels. Our future hinges largely on whether the movements can build on these victories while expanding their base within labor unions and other strategically positioned sectors.