In our increasingly competitive and rapidly changing world, it is critical that college graduates enter the workforce with the requisite skills for lasting success. However, recent studies suggest employers increasingly identify a workforce readiness gap in core applied skills, which must be bridged by company investment. Teaching strategies that develop applied skills will better prepare graduates for the workforce. The purpose of this study was to describe the classroom strategies of faculty instructors at Virginia Tech who received recognition for teaching excellence. Each participant took part in a semi-structured interview. After analysis, several themes emerged: (a) demonstration of enthusiasm for student learning; (b) willingness to experiment actively with new ideas for practice; (c) approaching teaching with a guiding mentality rather than directing; (d) fostering student ownership of learning; (e) keeping abreast of new developments and practices; and (f) investing the time and resources to overcome barriers to change. These themes signal an underlying trend: Instructors should focus on helping students become lifelong learners by teaching how to prioritize and assess information, work in groups, solve problems, and understand divergent perspectives.

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Our understanding of leaders and the role they play in organizations and society is changing, which has important implications for leadership education. At the turn of the century, society began to move from a mechanistic understanding of leadership to a more ecological one. The latter, ecological approach to leadership is characterized by collective decision-making, collaboration, shared leadership, and grassroots organization.While leadership educators have acknowledged this shift, more case examples are needed to illuminate practical implications for leadership. This study of county 4-H associations uses an explanatory sequential mixed methods design to explore the relationship between three factors: (a) subjects' levels of hierarchical and systemic thinking; (b) how their associations engage in leadership and organizational learning; and (c) programmatic success. While no direct relationship emerged between programmatic success and subjects' levels of hierarchical and systemic thinking, mixed methods results revealed several distinctions between high and low scoring programs' approaches to leadership. These distinctions support an ecological approach to leadership, which in turn impacts modern approaches to leadership education.

Educational institution building for agricultural education and training (AET) in sub-Saharan African has struggled, leading to many false starts and only islands of success. This review examines relevant literature related to carrying out AET in developing countries, the historical successes or challenges of developing AET institutions, and the need for establishing AET institutions. Numerous factors hampering the development of AET emerged, including: shrinking national budgets, reverse return, donor congestion, fixation on a linear model of science, and political instability. Recommendations for building AET institutions in SSA are presented using Rogers' Diffusion of Innovation Theory as a framework, and include: (a) develop strategic relationships for political support of agriculture, (b) creating a more flexible framework for structuring institutions of higher learning, and (c) utilizing the SAFE model to reform curriculum to meet today's learners' needs.

The purpose of this study was to explore and explain eco‐leadership in practice, specifically among community groups in Virginia’s New River Valley. This paper describes relationships between community groups’ leadership style and other factors while also highlighting an intricate mixed method design that ultimately led to a deep, rich understanding of these relationships. There were five research objectives: (1) Characterize the community groups’ leadership culture; (2) Assess each group’s cohesiveness; (3) Assess the groups’ community project involvement; (4) Determine if relationships exist between the variables; and (5) Highlight the role of mixed methods in the emergence of findings. The study has implications for carrying forward the concept of eco‐leadership in research and practice.