Browsing by Author "Burbaugh, Bradley J."

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    An examination of the relationships between leadership development approaches, networking ability, and social capital outcomes
    Kaufman, Eric K.; Burbaugh, Bradley J. (Association of Leadership Educators, 2017-10-01)
    Participants in leadership development programs take part in multiple developmental experiences that can influence the composition of their social network and enhance social capital. However, further investment in such practices may be limited because little is known about the relationship between leadership development approaches, networking ability, and social capital. This study explores how common developmental approaches may contribute to social capital, taking into consideration the role networking ability plays in this relationship. This descriptive, correlational study included a sample of graduates (N= 231) from 15 statewide agricultural-based leadership development programs. Our findings reveal that: 1) Networking is an antecedent to social capital, 2) skill building and personal growth approaches to leadership development are significant predictors of networking ability, and 3) networking ability is a significant predictor of social capital.
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    A Framework to Examine Networking Behavior and Social Capital Formation in Agricultural Leadership Development Programs
    Burbaugh, Bradley J.; Seibel, Megan M.; Kaufman, Eric K. (American Association for Agricultural Education, 2014-02-04)
    A review of 55 agricultural leadership development programs by Russon and Reinelt (2004) found that “some of the most powerful and enduring outcomes of leadership programs are the relationships that are formed between participants in the program” (p. 8). These relationships facilitate the development of social networks (Uhl-Bien, 2006). Thus, many leadership development programs claim to enhance participants’ personal and professional networks through networking (Abington-Cooper, 2005; Black, 2006; Dhanakumar, Rossing, & Campbell, 1996; Diem & Nikola, 2005; Kelsey & Wall, 2003). Despite the hypothesized relationship between leadership development and enhanced networks and networking there is little empirical evidence to support these outcomes (Van De Valk & Constas, 2011). This research synthesis followed Creswell’s (2009) steps in conducting a literature review. First, the following list of keywords was generated: leadership, program, evaluation, networking, social capital, and network analysis. The researchers used these keywords to conduct searches in the following digital databases: CAB Direct, Education Resources Information Center (ERIC), Education Research Complete, and the Applied Social Sciences Index and Abstracts (ASSIA). During each stage of the process the results from database searches were cross-checked using Google Scholar to ensure accuracy. The initial review of the literature yielded 243 results. The researchers examined these documents for relevancy and selected 102 documents for further investigation. The next iteration in the review process included an in-depth evaluation of relevance and rigor, which resulted in 54 peer-reviewed articles and dissertations that would be utilized in the research synthesis. To ensure a robust review, reference lists of these selected documents were scanned for sources not included in the initial review. Networking behavior involves building and using contacts with people in order to be successful in an individual’s career (Wolff & Kim, 2012). Networking is not considered a personality trait, but a set of interrelated behaviors that can be frequently and consistently exhibited by individuals (Wolff, Schneider-Rahm, & Forret, 2011). Additionally, networking behavior is influenced by individual differences such as personality traits (Forret & Dougherty, 2001) and by situational variables, such as position or job function (Michael & Yukl, 1993). As such, networking can be classified as an individual-level construct that focuses on individual differences in behavior (Wolff, Schneider-Rahm, & Forret, 2011). Networking behavior has been implicated as an antecedent to social capital formation (Kostova & Roth, 2003; Lin, 2008). Social capital and networking are distinct, but related, constructs that pertain to different levels of analysis (Wolff, Schneider-Rahm, & Forret, 2011). Both constructs consider benefits derived from social contacts; however, networking focuses on individual behavior to build and maintain social networks, while social capital focuses on the characteristics of these social networks. Thus, social capital focuses on a structural level, where individual differences are not taken into account. These structural characteristics influence the availability of resources that provide support for leaders (Cadima, Ojeda, & Monguet, 2012; Ibarra & Hunter, 2007) and have been found to assist in problem solving (Senge, 2004), professional skill development (Wenger, 2000), increased civic engagement (Dhanakumar, et. al., 1996), and enhanced social capital (Burt, 2000). Social networks clearly offer benefits, but the current body of research associated with leadership and the formation of networks as an outcome is insufficient (Day, 2001). This framework is a preliminary attempt aimed at improving the understanding of networking behavior and social capital formation. Understanding the processes associated with network formation, examining the relationship between networks and leadership development programs, and determining the value of these networks will provide significant contributions to the field of leadership (Kaufman, Rateau, Ellis, Kasperbauer, & Stacklin, 2010).
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    A Model of Leader Development Across the Life Span
    Hanks, Sarah K.; Kaufman, Eric K.; Friedel, Curtis R.; Clegorne, Nicholas A.; Seibel, Megan M.; Brunton, Kelsey C.; Burbaugh, Bradley J. (Virginia Cooperative Extension, 2015-08-06)
    Provides a brief definition of leadership, explains the model for leader development across a person's life span, provides practical tips for educators, and portrays an example of leader development across the life span.
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    A Model of Leader Development Across the Lifespan
    Hanks, Sarah K.; Kaufman, Eric K.; Friedel, Curtis R.; Clegorne, Nicholas A.; Seibel, Megan M.; Kirland, Kelsey C.; Burbaugh, Bradley J. (Virginia Cooperative Extension, 2021-04-13)
    A survey by the Center for Public Leadership suggests that despite some Americans’ belief that “our leaders are effective and do a good job,” 69 percent of Americans believe there is a leadership crisis (Rosenthal 2012, p. 1). Extension is well-positioned to address this need for leader development due to our role in developing and delivering leadership programs that serve youth, college-aged students, and adults. Even still, practitioners are desperately trying to respond to this crisis with deliberate and appropriately planned leadership development programming (Murphy and Johnson 2011).