Youth development programs like 4-H play a critical role in equipping young people with the skills and experiences needed to succeed in the workforce and beyond. As the future workforce faces increasingly complex challenges and critical issues, it is important to understand the impacts of programs like 4-H. Working with a team of amazing colleagues we developed and validated the Impacts of 4-H Scale , an instrument to measure the program's contributions to positive youth development, identifying key areas where 4-H fosters growth in its participants. Key Findings Sense of Belonging : Participants reported that 4-H fostered a strong sense of connection, influenced by supportive volunteers and engaged alumni, which contributed to their personal and leadership growth. Caring and Citizenship : Opportunities to interact with individuals from diverse backgrounds and engage in service-learning projects helped participants develop empathy and a commitment to civic engagement. Workforce Readiness : Through experiential learning, participants gained competencies like public speaking, planning, and teaching, preparing them for success in professional environments. Practical Recommendations Evaluate Program Impact : Use the validated Impacts of 4-H Scale to assess the effectiveness of 4-H programs, ensuring alignment with positive youth development goals. Expand Inclusivity : Foster diverse learning environments and promote meaningful interactions among participants from varied backgrounds. Enhance Workforce Preparation : Integrate opportunities for participants to develop transferable skills relevant to future careers, emphasizing experiential learning. The validated Impacts of 4-H Scale provides a reliable framework for measuring the program’s success and identifying areas for improvement. By using this tool, stakeholders can ensure that 4-H continues to prepare youth for success while fostering personal growth, a commitment to service, while strengthening communities and the future workforce. Please be sure to share your insights using the comments below. I've also attached the full manuscript if you would like to read more. Lamm, K. W., Pike, L., Edgar, D. W., & Powell, A. (2022). Evaluating the impacts of 4-H participation: Development and preliminary validation of a scale. Journal of Agricultural Education, 63 (2), 115-126. https://doi.org/10.5032/jae.2022.02115

Extension services play an important role in connecting agricultural innovation and research with real-world applications, acting as a bridge between the lab and the field. Just like most other organizations, the success of these services relies heavily on effective organizational functioning. Without the right structures, the ability of Extension to deliver meaningful and consistent support diminishes. As agricultural issues become more complex and interrelated, the importance of identifying and strengthening organizational capacities cannot be overstated. In this post I'm excited to share the findings from a study I conducted with several amazing collaborators specifically identifying the core capacities essential for effective functioning in international Extension networks. By understanding these capacities, Extension networks can improve their operations, harmonize efforts across regions, and better serve the diverse needs of stakeholders. Key Findings Transparency : Clear articulation of policies, mission, and values builds trust and credibility with stakeholders, enhancing organizational effectiveness. Knowledge Sharing and Collaboration : Encouraging peer communication and inter-agency collaboration supports the exchange of information and fosters innovation. Value-Added Services : Providing well-organized, consistent services that meet unmet needs increases the impact and relevance of Extension networks. Relationship Development : Building long-term relationships with stakeholders, policymakers, and private sector actors ensures alignment and sustained support. Defined Roles and Expectations : Establishing clear guidelines for officers and members enhances accountability and organizational clarity. Practical Recommendations Enhance Transparency : Implement measures to improve the accessibility and clarity of organizational information for all stakeholders. Foster Knowledge Management : Invest in practices that promote collaboration, such as cross-functional teams and partnerships across diverse organizations. Strengthen Relationships : Focus on building and maintaining strategic partnerships with key extension actors to enhance reach and effectiveness. Clarify Roles and Responsibilities : Develop training programs to clearly define roles and expectations for both leaders and members within Extension networks. Although these are not all the capacities we identified in the study, they are a robust foundation to build upon. Focusing on these capacities, Extension networks can strengthen their organizational structures, better serve their stakeholders, and enhance their contributions to agricultural development. Please be sure to share your insights using the comments below. I've also included the full manuscript if you would like to read more. Lamm, K. W., Lamm, A. J., Davis, K., Powell, A., & Swaroop, B. J. (2021). Effective organizational functioning capacity needs of rural advisory service networks: A delphi examination. Journal of International Agricultural and Extension Education, 28 (3), 104-119. https://doi.org/10.5191/jiaee.2021.283104

Adult agricultural leadership development programs play an important role in preparing emerging and established leaders for the future of agriculture and the food system. Just like every individual has a unique fingerprint, each has a distinct personality that influences how they learn and lead. Agricultural leadership development programs, such as the International Association of Programs for Agricultural Leaders ( IAPAL ) provide programs to develop the leadership capacities for participants, "alumni are change makers, burnished with a professional leadership development acumen, and a personal exigency to make positive change." Working with 28 IAPAL affiliated programs I collaborated with an amazing team to analyze the unique personality characteristics of over 1,100 program alumni with the goal of identifying personality trends which might be helpful to create impactful programs. Key Findings Age : Significant differences were observed across seven personality aspects, including Industriousness and Orderliness. Older participants tended to report higher Industriousness but lower Orderliness, highlighting the potential for tailored discussions around work habits and leadership perspectives. Organizational Level : Higher organizational levels correlated with greater Openness and Assertiveness. These traits may reflect the adaptability and confidence needed for leadership roles. Educational Attainment : Higher education levels were associated with increased Openness (Intellect) and Agreeableness (Politeness), suggesting that educational experiences shape relational and intellectual capacities. Region : Geographic region had minimal influence on personality traits, suggesting that leadership educators may prioritize other demographic characteristics when tailoring programs. Practical Implications Tailor Learning Environments : Use personality differences to design programs that foster collaboration and learning among diverse participants. Foster Transformational Leadership : Incorporate discussions about personality traits like Compassion and Enthusiasm to enhance human-focused leadership skills. Encourage Intergenerational Dialogue : Create opportunities that leverage differences in work habits and perspectives across age groups to enrich learning experiences. Recognizing the role of personality in leadership development offers an opportunity to create more effective and engaging agricultural and food system leadership programs. By tailoring learning environments to reflect the unique characteristics of participants, leadership educators can enhance collaboration, deepen discussions, and improve outcomes. As agriculture continues to evolve, leadership programs that intentionally address personality traits will help prepare participants to lead with empathy, adaptability, and a clear vision. I've included the full paper below if you would like to learn more. Please be sure to share your insights using the comments. Lamm, K. W., Holder, M., Randall, N. L., Edgar, D. W., & Lamm, A. J. (2021). Agricultural leadership development program participant personality and demographic characteristics: an empirical analysis. SAGE Open, 1-20. https://doi.org/10.1177/21582440211061577

Agriculture and forestry are central to Georgia’s economy, contributing over $80 billion annually to the economy and employing more than 300,000 people across the state. Georgia is one of the top producers of commodities like broilers, cotton, and peanuts, and its forestry industry covers over 24 million acres. As these industries face increasing challenges—ranging from economic pressures to workforce shortages—it is essential to identify and prioritize the most critical issues. By pinpointing these key areas, stakeholders can focus resources and efforts to make the greatest impact, supporting the sustainability and growth of Georgia’s agriculture, forestry, and natural resources industries. Working with a great team of collaborators and a panel of experts from the state, we were able to identify six overarching themes to help guide strategic planning and resource allocation. Key Findings Economic Considerations : Unpredictable commodity prices and high input costs affect the profitability of operations, underscoring the need for future professionals skilled in areas economics and management, not just agricultural production. Operations and Infrastructure : Issues like water quantity and quality, access to irrigation, and rural broadband limitations impact productivity. Technological solutions require a systems-based approach that considers local infrastructure constraints. Policy : Shifts in rural-to-urban voting and representation in trade policies affect the industries. Industry leaders must engage in policy-making to advocate for agricultural interests. Public Perceptions : Knowledge gaps lead to misunderstandings about agriculture, forestry, and natural resources. Educating the public can improve perceptions and support for these sectors. Regulations : Complex regulatory requirements can hinder productivity. Providing guidance on compliance can help producers better navigate regulatory challenges. Workforce : An aging workforce and a shortage of skilled labor, such as CDL drivers, highlight the need for targeted workforce development to sustain industry operations. Practical Implications Adopt a Systems-Based Approach : Address interconnected issues like infrastructure and technology with comprehensive strategies that consider both macro and micro factors. Increase Public Awareness : Create educational campaigns to bridge knowledge gaps and improve public understanding of the industries. Develop Targeted Workforce Programs : Invest in training programs that focus on skills critical to the industries, addressing workforce shortages and preparing the next generation of professionals. Georgia’s agriculture, forestry, and natural resources industries are vital to the state’s economy and communities, but they face complex challenges. With this research we identified six key themes that are critical for sustaining growth and productivity. By addressing these issues strategically, stakeholders can strengthen these industries, ensuring they remain competitive and resilient. Please be sure to share your insights using the comments below. I've also included the full research article if you would like to learn more. Lamm, K. W., Pike, L., Griffeth, L., Park, J., & Idun, A. (2023).  Critical issues facing the agriculture, forestry, and natural resources industries in the state of Georgia: A delphi analysis.  Agriculture, 13 (6), 1-12. https://doi.org/10.3390/agriculture13061194

This past week I received an alert from my phone letting me know I was starting to run low on storage. This made me think about the rate with which data are generated across so many different platforms every day around the world - over 2.5 quintillion bytes (a one with 18 zeros) - and this number only continues to grow. In agriculture, data about soil conditions, climate patterns, crop yields, and more contribute to this number. This is in addition to the social science and local expertise which also exists, many times in informal channels. Separating valuable insights from excess noise is a challenge, especially within Extension networks that support farmers, communities, and the food system. Despite the vast body of research on knowledge management in general, limited studies address how to implement it effectively within Extension. Working with a team of amazing collaborators this research identifies core capacities for successful knowledge management in Extension networks, helping to provide a foundation for how to begin implementing effective knowledge management strategies. Key Findings Enabling Learning Exchanges : Extension networks should create opportunities for members to learn from each other through regular in-person meetings and collaborative activities. This face-to-face interaction is crucial for knowledge transfer, especially in areas with limited access to digital resources. Fostering Networking : Building a robust network where members can share information and resources is essential for effective knowledge management. Networking strengthens connections within the Extension network, creating a foundation for long-term collaboration and resource sharing. Providing Accessible Resources : Making tools, activities, and best practices available in a format that stakeholders can easily understand and use ensures that knowledge is accessible to all stakeholders. Accessibility increases the likelihood that valuable information will be put into action. Nurturing a Culture of Knowledge Sharing : A supportive culture is key to successful knowledge management. Extension networks must encourage all levels of the organization to actively share and contribute their insights, building a collective pool of knowledge that benefits the entire network. Documenting Best Practices : Centralizing the documentation of knowledge—such as success stories, effective practices, and learning resources—helps Extension professionals retain valuable information. This practice also ensures that lessons learned can be shared with others, even as staff and stakeholders change over time. Practical Implications Build Systems for Interaction-Driven Knowledge Sharing : Extension networks should prioritize systems that support in-person exchanges, recognizing that in certain contexts, face-to-face interactions may be more practical than digital solutions. Promote a Knowledge-Sharing Culture : Before launching knowledge management activities, Extension networks should assess and cultivate a culture of active sharing to ensure members are willing to contribute to the knowledge base. Invest in Flexible Knowledge Platforms : Establishing a centralized platform for knowledge management, adaptable to each network’s unique context, will help organize and disseminate information effectively. However, the specific technologies are less important than their accessibility and usability by stakeholders. Effective knowledge management in Extension networks is essential not just for collecting data, but for organizing, sharing, and making that information accessible and actionable for Extension stakeholders. As the food system experiences an influx of new data daily, Extension networks should think about knowledge management systems as a way to transform raw information into practical insights that can drive decision-making, innovation, and sustainable practices. Please be sure to share your insights using the comments below. I've also included the full article if you would like to learn more. Lamm, K. W., Lamm, A. J., Davis, K., & Swaroop, B. J. (2017). Identifying knowledge management capacity needs of rural advisory service networks. Journal of International Agricultural and Extension Education ,  24 (2), 93-106. https://doi.org/10.5191/jiaee.2017.24207

As universities face growing challenges, higher education leadership plays an important role in shaping the future of institutions and their students. Leadership development programs like LEAD21 help prepare the next generation of university leaders who will, in turn, positively impact student success. By focusing on concepts such as transformational leadership, LEAD21 helps participants develop the skills needed to inspire and guide their teams, encourage innovation, and create inclusive environments. Well-prepared leaders can create stronger educational experiences, directly benefiting students and ensuring they are ready to meet the demands of an ever changing world. Based on evaluation work I conducted with several amazing collaborators I'm excited to share the results of a study we conducted a few years ago examining how participation in leadership development programs can have a measurable impact on leadership. Key Findings Overall Leadership Growth : Participants in the LEAD21 program reported a 7% average increase in transformational leadership skills, indicating significant personal development in leadership capacity. Intellectual Stimulation : One of the most improved areas, with participants showing growth in their ability to challenge norms and encourage innovation. Individualized Support : Participants demonstrated stronger capabilities in offering personalized guidance and mentorship, an important trait for emerging leaders. Transformational Leadership Capacity : Across all dimensions of transformational leadership, the program helped participants enhance their ability to inspire and motivate others, showing the impact of the program on leadership development. Practical Recommendations Prioritizing Leadership Development : Universities should continue to focus on leadership development programs that build both technical and transformational skills to prepare future leaders for the complexities of the workforce, particularly in the agricultural and food systems. Fostering Vision and Empathy : Programs like LEAD21 help leaders develop critical skills such as strategic thinking, empathy, and the ability to inspire others—skills that are essential for leading in dynamic, global environments. Addressing Institutional Challenges : As universities face challenges like reduced funding, leadership development programs can equip future leaders with the tools to navigate these issues effectively. Investing in Long-Term Leadership : Continued investment in leadership development programs is important to ensure universities produce leaders who are ready to meet the demands of an ever changing world. Developing strong leadership within universities is important for creating a positive and lasting impact on students. By encouraging transformational leadership skills, future academic leaders will be better equipped to navigate critical issues, inspire their teams, and create an environment where students can succeed. Please be sure to share your insights using the comments area. I've included the full manuscript below if you would like to read more. Lamm, K. W., Sapp, L. R., & Lamm, A. J. (2016). Leadership programming: exploring a path to faculty engagement in transformational leadership . Journal of Agricultural Education , 57 (1), 106-120. https://doi.org/10.5032/jae.2016.01106

Diffusion of Innovations theory has been one of the primary drivers behind contemporary agricultural development, helping farmers adopt new technologies and improve productivity. However, as agriculture evolves, the traditional model of promoting new technologies and approaches runs the risk of becoming less effective. Farmers are not just passive recipients of information—they possess valuable indigenous knowledge and unique insights into their local environment. To foster innovation, particularly at the local level, in agriculture, we need to rethink how Extension services operate, shifting away from top-down information dissemination to more collaborative facilitators of knowledge-sharing and farmer-led decision-making. Based on her time with the Ministry of Agriculture in Malawi Dr. Masambuka-Kanchewa observed many of the challenges first hand. Based on our work with the African Forum for Agricultural Advisory Services and The World Bank Alexa and I were also able to observe some of these challenges. Below is a summary of some of our observations about the future of Extension services and the Diffusion of Innovation. Key Findings Dependency on Extension Professionals : Farmers may rely too heavily on Extension professionals for advice, even in situations where geographically local knowledge is more appropriate to make their own decisions, leading to a "dependency syndrome" that stifles innovation. Underutilization of Indigenous Knowledge : Rich indigenous knowledge and local resources are often left untapped because farmers hesitate to share insights without external validation. Role of Extension Professionals : Extension professionals are primarily seen as technology promoters, but there is a need for them to act as facilitators of dialogue, helping farmers understand both the pros and cons of new innovations. Need for Knowledge Integration : There is a need to integrate indigenous, local, knowledge with new technologies to encourage more independent, innovative decision-making by farmers. Practical Recommendations Integrating Indigenous Knowledge : Farmers' indigenous and local knowledge should be integrated into the Extension process. Creating peer-to-peer networks where farmers can share their experiences and knowledge can enhance innovation. Policy Shifts : Governments need to rethink their agricultural policies. Instead of focusing solely on technology adoption, policies should promote knowledge-sharing among farmers, scientists, and policymakers. Initiatives like those in Kenya, which focus on biodiversity and knowledge exchange, could serve as models. Investing in ICT : Information and Communication Technologies (ICTs) have the potential to enhance farmer participation and knowledge sharing. By creating platforms where farmers can exchange ideas and give feedback, if facilitates a two-way flow of information, allowing for more responsive and informed decision-making. Professionalization of Extension : Individuals involved in Extension services should extend beyond just providing technical advice. Extensionists should develop the skills to act as connectors, bringing farmers together to share knowledge and facilitating conversations in a more nuanced, locally appropriate, manner. Agriculture and the food system continues to evolve, and so too must the roles of those who support it. By adapting the Diffusion of Innovations theory to include more farmer-led knowledge sharing, governments and Extension professionals can foster a more innovative, self-reliant, and robust agricultural system. These adaptations are crucial for ensuring the sustainability and resilience of agricultural practices worldwide. Please share you insights in the comments below. I've also included the full manuscript if you would like to read more. Masambuka, F.,   Lamm, K. W., & Lamm, A. J. (2020). Beyond diffusion of improved technologies to promoting innovation creation and information sharing for increased agricultural productivity: a case study for Malawi and Kenya. Journal of International Agricultural and Extension Education, 27 (1), 79-92. https://doi.org/10.5191/jiaee.2020.27106

This week in my undergraduate Communication and Leadership in Groups and Teams class we were discussing stress. As part of the conversation I asked, "what are somethings which cause you stress?" In addition to the expected answers including deadlines, relationships, and sports (it is football season in the SEC) one student mentioned ambiguity. This was a unique answer and made me pause and think about how often not knowing can be stressful, and particular how lack of clarity can have negative effects individually and on teams. My blog post this week shares the results of a research study I conducted with several amazing colleagues looking at project team satisfaction - specifically, what improves satisfaction among team members. We analyzed variables including clarity, frustration, fit, and justice, and their impact on overall team satisfaction. Although based in the classroom our results might be applicable in broader contexts and may help to improve project team satisfaction more broadly in the agriculture and food system. Key Findings Our study confirmed that several factors greatly influence member satisfaction when working in teams, particularly: Clear Communication : When team members understand their tasks and roles, satisfaction with the team experience improves significantly. Clear instructions help teams work together more smoothly and avoid confusion. Managing Frustration : Frustration within a team can seriously reduce satisfaction. The more frustrated members feel, the less likely they are to enjoy or learn from the experience. Managing this frustration through clear expectations and good communication can make a big difference in team success. These findings show that leaders have a major impact on how well teams function. When leaders communicate clearly and check in regularly with teams, members are more likely to have a positive and productive experience. Below are the details of our findings: Practical Takeaways for Leaders For leaders, particularly those responsible for teams, focusing on two key strategies can significantly improve team satisfaction: Provide Clear Instructions : Make sure members fully understand their roles and responsibilities by giving clear, detailed instructions. Asking members to repeat back instructions can help ensure clarity. Monitor Team Frustration : Pay attention to signs of frustration within teams and step in when needed to provide support or clarification. Conclusion While teamwork can be challenging, the benefits of working in teams far outweigh the difficulties, especially when clear communication and frustration management are prioritized. By focusing on these strategies, leaders can help ensure members are more satisfied and better able to perform. I've included the full manuscript below if you would like to read more. Please be sure to include your insights using the comments below. Lamm, K. W., Powell, A., Randall, N. L., Nguyen, N. P., & Lamm, A. J. (2020). Undergraduate project team satisfaction: Analysis of a theoretically derived structural model. Journal of Agricultural Education, 61 (2) , 307-323. https://doi.org/10.5032/jae.2020.02307

Effective communication is fundamental in agricultural and food systems - innovations and updates are happening with greater frequency, so there is a critical need to understand where agricultural and food system leaders prefer to receive communications. Agricultural opinion leaders have a significant impact on the industry, so focusing efforts to effectively communicate with this group are very important. While it is widely acknowledged that delivering the right message to the right audience is essential, a critical gap exists in understanding how audience segmentation affects communication preferences—especially among Agricultural and Natural Resources (ANR) opinion leaders. Working with several amazing colleagues we analyzed the communication channel preferences of over 3,000 ANR leaders to identify what channels were preferred, or not. Key Findings The study identified key trends in how ANR opinion leaders prefer to receive information, with notable differences tied to demographic factors: Web Pages/Blogs : Across audience segments, dedicated web pages or blogs emerged as the most preferred communication channel. This reflects the need for easily accessible, well-organized, and frequently updated digital content. Conference Calls : Conversely, conference calls were the least favored, particularly among younger individuals and those residing outside the United States. This finding suggests that traditional communication methods may not align with the expectations of more digitally oriented audiences. Audience segmentation plays a critical role in shaping these preferences, underscoring the need for targeted communication strategies that are responsive to demographic nuances. Practical Implications For communication practitioners in the agriculture and food system, these findings translate into several actionable insights: Web-Based Channels : Prioritizing dedicated web pages or blogs is essential for effectively reaching ANR opinion leaders. These platforms should be consistently updated with engaging, relevant content to maximize their impact. Conference Calls : Given their limited appeal, conference calls should be used selectively and only in cases where there is strong evidence of effectiveness for a specific audience. Effectively communicating with ANR opinion leaders requires an understanding of their distinct preferences and the channels they are most likely to engage with. This research reinforces the importance of investing in digital communication platforms, particularly dedicated web pages and blogs, which are the most preferred channels among ANR opinion leaders. By tailoring communication efforts to these preferences, communicators can ensure that their messages not only reach their intended audiences but also resonate in ways that drive meaningful engagement. I've included the full manuscript below if you would like to read more. Please be sure to share your thoughts and insights using the comments. Lamm, K. W., Borron, A., Holt, J. & Lamm, A. J. (2019). Communication channel preferences: A descriptive audience segmentation evaluation. Journal of Applied Communications, 103 (3). https://doi.org/10.4148/1051-0834.2238

Last spring I had the opportunity to teach a course on advocacy and public policy for graduate students. This was a great opportunity to engage in dialogue about an important, but not necessarily well understood aspect of leadership. In my experience policy and advocacy are frequently confused with electoral politics. While this can sometimes be the case, it is not always. Learning more about advocacy and public policy can help to remove some of the mystery around these topics and make leaders feel more empowered. This is often an important set of tasks within agriculture and the food system, where effective leadership goes beyond managing resources and people—it also requires the ability to navigate and influence policy. Agricultural leaders need to understand the broader policy landscape to more effectively advocate for their industries and communities, help inform regulations, and support systemic change. Based on a research project I undertook with several amazing colleagues we developed the proposed Policy Leadership Framework to help provide a starting point for those interested in more effectively engaging in advocacy and policy discussions. The framework is intended to help leaders understand and participate with the policy process at every level, from setting the agenda to evaluating outcomes. Key Recommendations and Model Highlights: Policy Agenda Setting:  Effective leaders play a crucial role in setting the policy agenda by representing their industries and communities and establishing clear goals. Policy Formulation:  Leaders contribute to policy formulation by providing technical guidance and ensuring policies align with their vision, values, and needs. Policy Adoption:  During the adoption phase, leaders maintain focus and support to ensure that policies are approved and ready for implementation. Policy Implementation:  Leaders assist in translating goals into actionable rules and coordinating resources to bring policies to life. Policy Evaluation:  In the final stage, leaders evaluate the effectiveness of policies, ensuring they meet the intended goals and and vision. Challenges and Opportunities: Integrating Policy Leadership into Education:  Agricultural and leadership educators should look for opportunities to incorporate policy leadership into their curriculum to prepare future leaders for the challenges of navigating policy environments. Context-Specific Leadership:  As policies vary widely across local, state, national, and even international levels, leaders should be acknowledge and seek to understand and adapt to context-specific factors. Similarly, across industries, agricultural or otherwise, it is important to understand the context for any advocacy or policy activities. Our hope is the Policy Leadership Framework can serve as a tool for agricultural leaders, educators, and policymakers. By understanding and engaging with each step of the policy process, leaders can more effectively advocate for their industries and communities and drive meaningful change in the agricultural sector. Please be sure to share your insights using the comments below. I've also included a copy of the full manuscript if you would like to read more. Lamm, K. W., Randall, N. L., Lamm, A. J., & Carter, H. S. (2019). Policy leadership: a theory-based model. Journal of Leadership Education , 18 (3), 185-191. https://www.emerald.com/insight/content/doi/10.12806/V18/I3/T1/full/html

In the context of agricultural leadership development programs, effective leadership development is not only limited to external skills and knowledge acquisition, but also on the reflective and personal insights that come from core self-evaluation. This process of self-assessment, where individuals critically reflect on their strengths, weaknesses, and overall self-concept, forms the foundation of robust leadership. Agricultural leadership development programs that incorporate core self-evaluation into their program curriculum equip leaders with the self-awareness necessary to navigate complex challenges and inspire others. However, little is known about high level participant trends, particularly in the context of core self-evaluation. Using a demographic lens, I was able to work with a great research team to analyze core self-evaluation data from over 1,100 agricultural leadership development program alumni. The results we observed were interesting and we hope provide some preliminary data looking at this important concept. Of course, the results are limited to those individuals who participated, so should not be extrapolated to other groups; however, having empirical data should help to leadership development program leaders to think about if, or how, they might want to use these results in their programs. Key Findings: Core Self-Evaluations and Age:  A positive correlation was found between age and core self-evaluation scores, suggesting that self-awareness tends to increase with experience and maturity. Core Self-Evaluations and Organizational Level:  The study observed higher core self-evaluation scores among individuals at higher organizational levels, indicating that those in more senior roles may have greater self-confidence and self-awareness (logically, there may also be a relationship between organizational level and age; nevertheless, the trendline appears is noteworthy). Non-Findings: In parallel to the statistically significant findings we observed, we did not find any statistically significant differences when comparing between demographic groupings based on gender, educational attainment, nor geographic region. Challenges and Opportunities: Tailoring Educational Interventions:  Leadership educators should consider the varying levels of self-awareness among participants when designing programs, allocating more time for introspection where needed and appropriate. Leveraging Core Self-Evaluation:  Incorporating core self-evaluation into leadership training can provide valuable insights for both learners and educators, enhancing the overall effectiveness of the program. Core self-evaluation is an important component of effective leadership development. By developing self-awareness through structured reflection, agricultural leadership programs can better prepare individuals to lead from a robust self-aware foundation. We hope the insights from this study provide a starting point for future exploration and application, helping leadership educators design more tailored and impactful programs and training that meets the needs of diverse learners. I've included the full article if you would like to read more. Please be sure to share your insights using the comments section. Lamm, K. W., Nguyen, N. P., Edgar, D. W., Borron, A., & Lamm, A. J. (2019). Know thy self: An examination between individual core self-evaluations and demographic characteristics among agricultural leadership development program participants. Journal of Leadership Education ,  18 (4), 15-23. https://doi.org/10.12806/V18/I4/R2

Leadership programs, including those focused on agricultural and natural resource adult leadership development, do more than just educate; they create networks of professionals who continue to influence the industry long after their formal training ends. The strength of these alumni networks often determines the lasting impact of the programs themselves, as graduates who remain engaged can continue to share knowledge, resources, and opportunities, enriching the entire field. I'm pleased to share the results from a multi-level study I conducted across 23 adult leadership development programs including 2,200 individuals from 262 different cohorts specifically looking at predictors of individual intentions to participate in alumni programming. Key Findings: Group Dynamics Matter:  Group-level satisfaction within a leadership cohort positively influences participants' intentions to stay connected through alumni programs. This suggests that the collective experience within the program can drive ongoing engagement. Unexpected Outcomes in Opinion Leadership:  Interestingly, high levels of opinion leadership within a cohort were negatively related to the intention to participate in alumni programs. This could imply that those who already see themselves as strong leaders may feel less need to remain engaged, potentially due to a perceived self-sufficiency. Recommendations: Balancing Individual and Group Needs:  Leadership educators should consider both individual and group dynamics when designing programs, ensuring that the overall group experience fosters long-term engagement among all participants. Encouraging Continuous Learning:  It is essential to remind all participants, regardless of their perceived leadership status, of the value of ongoing learning and engagement, particularly through alumni networks. Maintaining strong connections with alumni can often be just as important as the leadership program itself. These alumni networks are critical for the continued growth and development of the agricultural sector, ensuring that the benefits of leadership programs extend far beyond the end of a specific program. By understanding the dynamics within these groups, we can better design programs that not only educate but also develop a robust commitment to leadership and community within the agricultural and food industry. I've included the full article below if you would like to learn more. Please be sure to share your insights using the comments. Lamm, K. W., & Lamm, A. J. (2019). A multi-level evaluation of the relationship between leadership program satisfaction, opinion leadership, and intent to participate in alumni programs. Journal of Leadership Education , 18 (4), 39-46. https://doi.org/10.12806/V18/I4/R4