One method to develop leaders is through leadership development programs designed specifically for an intended context. The International Leadership Association (ILA) provides questions for designing programs such programs. This article reflects data collected during the process of developing a leadership program serving the broader agricultural community in Virginia. The International Association of Programs for Agricultural Leadership (IAPAL) reports that programs for leadership development in agricultural contexts typically include 12 seminars over two years, with less than one-third of the seminars agriculturally related. The profile includes sources of financial support and allocation of administrative duties. A survey of agricultural leaders reveals a strong desire for such programming. The stakeholders sought a program including emerging and experienced leaders with travel for on-site experiential learning. The findings have implications for the state and broad leadership development. Those who develop leadership programs for other contexts may benefit from the guiding questions and data.

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.

Needs assessment is the first step in developing a leadership education program. During the spring of 2008 researchers and program planners conducted focus groups sessions with representatives from Virginia's agricultural community with the goal of assessing the leadership development interests and needs of that community. As one focus group participant shared, "I've had leadership programs all along… they didn't use examples that were real in my world." The findings of this qualitative study suggest that an agricultural leadership development program should focus on three areas: (a) knowledge of the changing industry; (b) relationship building across industry sectors; and, (c) practical, transferable skill development. The skill areas of interest include creative problem solving, political advocacy, and communication. These findings are similar to previous research on grassroots leadership development, yet they lead to important recommendations for further research and practice.