Kentucky 4-H Agents’ Perceptions of Their Levels of Competency and Frequency of Use of Volunteer Administration Function

Culp, Ken; Kohlhagen, Bradley Scott

doi:10.5032/jae.2004.02001

Cited by 13 publications

(5 citation statements)

References 4 publications

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“…The results were used to make key decisions about the direction curriculum would take and future program delivery strategies but were not specific to one place in time. Culp and Kohlhagen (2004) conducted an evaluative study examining Extension professionals' level of competence when working with volunteers. They then used this information to plan and develop volunteer administration professional development opportunities that would increase Extension professionals' knowledge and/or performance in the future.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Getting to the Bottom Line: How Using Evaluation Results to Enhance Extension Programs can Lead to Greater Levels of Accountability

Lamm¹,

Israel²,

Harder³

2011

JAE

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Extension has enhanced the lives of U.S. citizens through adult education in a myriad of ways. However, as budgets get tighter, accountability becomes increasingly more important. Over the years, Extension has reported low level impacts rather than the long-term successes that those working within the system know are occurring. Without enhanced evaluation-driven environments, Extension systems will continue to inadequately report programmatic successes, resulting in a lower perceived public value of Extension programs. The use of evaluation can create an atmosphere which encourages organizational thinking resulting in the types of accountability reports which are adequate for decision making. This study examined how Extension professionals' perceptions of evaluation use related to their evaluation behaviors. The findings suggest a substantial percentage of Extension professionals are doing just enough evaluation to complete mandatory reports. It also showed that Extension professionals who valued their own personal use, but not necessarily organizational use of their evaluations, were more likely to conduct in-depth evaluations. Recommendations for enhancing evaluation driven work environments include clearer communication from administration demonstrating the value of evaluation beyond the role it plays in accountability and working directly with Extension professionals to promote evaluation-oriented conversations rather than just delivering state-led in-service trainings.

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Section: Conceptual Frameworkmentioning

confidence: 99%

Getting to the Bottom Line: How Using Evaluation Results to Enhance Extension Programs can Lead to Greater Levels of Accountability

Lamm¹,

Israel²,

Harder³

2011

JAE

View full text Add to dashboard Cite

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“…Researchers have examined extension faculty's perceptions of volunteer administration models, with a specific focus in the program area of 4-H (Deppe & Culp, 2001;Culp & Kohlhagen, 2004;Hange, Seevers, & VanLeeuwen, 2002). A deficiency in proficiency was identified in key areas of volunteer administration, including needs assessments, use of job descriptions, resource location and recruitment (Culp, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

Volunteer Administration Leadership Proficiency and Leadership Styles: Perceptions of Southern Region 4-H County Faculty

Stedman

Rudd

2005

Journal of Leadership Education

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Volunteers play an integral role in supporting the mission of 4-H programs in the southern region. For this reason their proficiency in volunteer administration competence and perceived leadership style is important. The researchers sought to examine both the perceived proficiency of 4-H faculty in the southern region in seven competencies associated with volunteer administration leadership (Stedman, 2004) and perceived leadership style based on Full Range Leadership (Avolio & Bass, 1991). Overall respondents' scores indicated an average proficiency in volunteer administration leadership competence. Yet, their reported scores showed a higher proficiency in the individual competency areas of personal skill and organizational culture. Leadership style was measured based on behavior scores of transformational, transactional, and laissez faire leadership. The 4-H county faculty used transformational leadership most frequently, followed by transactional leadership, and then laissez faire. Implications are 4-H county faculty could use additional professional development opportunities which address accountability and management.

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“…Participants were asked to rate their perceived ability in, and the perceived importance of each competency statement using the following response options: none, below average, average, above average, and essential (importance)/exceptional (ability). The Borich model was commonly used in the literature to assess agents' competencies and professional development needs (e.g., Culp & Kohlhagen, 2004;Hall & Broyles, 2016;McClure, Fuhrman, & Morgan, 2012).…”

Section: Methodsmentioning

confidence: 99%

Interpersonal Leadership Competencies of Extension Agents in Florida

Harder¹,

Narine²

2019

JAE

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Extension's ability to purposively develop the capacity of its agents to effectively work with and lead people is limited by a lack of data that identifies for which competencies agents need training. Interpersonal leadership competencies are widely recognized as important for Extension professionals and the literature indicates they are linked with job satisfaction, motivation, and performance. The Borich method was used to identify priority training needs for Extension agents in Florida within the interpersonal leadership domain. A Principal Component Analysis revealed the interpersonal leadership competencies could be operationalized into two latent constructs, conflict management and group leadership. Competencies for which training is most needed were mostly part of the conflict management construct. The results can be used to intentionally design professional development programs, improve the state's competency model, and inform future research related to conflict in Extension. Harder & Narine Interpersonal Leadership… Journal of Agricultural Education Volume 60, Issue 1, 2019 225 performance measures should be observable, (b) criteria should relate to life outcomes such as occupations and education, (c) competencies should be described and defined realistically, and (d) clearly articulated information on how to develop competencies should be made public" (Harder, Place, & Scheer, 2010, p. 45). Of interest for this research were interpersonal leadership competencies. Mumford, Campion, and Morgeson (2007) proposed four categories of leadership competencies needed by all employees: cognitive, interpersonal, business, and strategic skills. Mumford et al. (2007) found interpersonal skills and cognitive skills were most important at all organizational levels. From a synthesis of the literature, Mumford et al. (2007) noted interpersonal skills relate to interacting with others, and include factors such as social perceptiveness, coordination of actions, negotiation skills, and persuasion skills. Similarly, Riggio and Lee (2007) indicated people skills play an important role in leader effectiveness. Specific to Cooperative Extension, the 4-H Professional, Research, Knowledge and Competencies model (Byrne, 2017) integrates competencies associated with interpersonal leadership. Within the Access, Equity, and Opportunity domain reside competencies for interpersonal communication and demonstrating cultural awareness. Competencies in the Professionalism domain relate to demonstrating ethical behavior. Similarly, Moore and Rudd (2003) found a panel of administrative heads of agriculture agreed leadership skills such as building relationships and teams, teamwork, and cultural awareness and diversity were

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Kentucky 4-H Agents’ Perceptions of Their Levels of Competency and Frequency of Use of Volunteer Administration Function

Cited by 13 publications

References 4 publications

Getting to the Bottom Line: How Using Evaluation Results to Enhance Extension Programs can Lead to Greater Levels of Accountability

Getting to the Bottom Line: How Using Evaluation Results to Enhance Extension Programs can Lead to Greater Levels of Accountability

Volunteer Administration Leadership Proficiency and Leadership Styles: Perceptions of Southern Region 4-H County Faculty

Interpersonal Leadership Competencies of Extension Agents in Florida

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