Source: UNIVERSITY OF NEBRASKA submitted to NRP
BEYOND THE FARM GATE: BUILDING A LEADERSHIP DEVELOPMENT SYSTEM TO SUPPORT RURAL COMMUNITY WELLBEING AND PROSPERITY
Sponsoring Institution
National Institute of Food and Agriculture
Project Status
ACTIVE
Funding Source
AFRI COMPETITIVE GRANT
Reporting Frequency
Annual
Accession No.
1030591
Grant No.
2023-68006-39843
Cumulative Award Amt.
$647,932.00
Proposal No.
2022-10214
Multistate No.
(N/A)
Project Start Date
Jun 1, 2023
Project End Date
May 31, 2026
Grant Year
2023
Program Code
[A1661]- Innovation for Rural Entrepreneurs and Communities
Recipient Organization
UNIVERSITY OF NEBRASKA
(N/A)
LINCOLN,NE 68583
Performing Department
(N/A)
Non Technical Summary
Who will follow us? is a question increasingly at the center of conversations among rural leaders. A community's leadership structure determines how well the local infrastructure functions, whether the community declines or finds ways to retain young people and attract new people, and what entrepreneurial opportunities exist. Our unique contribution to sustainable rural development lies in moving past the band-aid approach - swooping in to conduct leader training - to building a leadership ecosystem that links existing leadership activities with new leadership pathways. We will apply rigorous theoretical and empirical approaches to create an innovative approach to advancing local and regional leadership structures that play a key role in promoting rural prosperity by:1. Implementing a mixed-methods research design to identify communities with strong leadership profiles and control communities with matched demographic and economic profiles to analyze the evolution of leader networks and practices that recruit, mentor, and retain leaders.2. Based on the research and case studies, developing, piloting, and evaluating an intervention strategy in two diverse communities using the Living Lab approach to create a leadership development system.We foresee opportunities to revolutionize Extension's approach to leadership development, incorporating existing leader development resources into a larger systemic approach capable of addressing climate, demographic, socioeconomic and other global challenges impacting rural wellbeing and prosperity.
Animal Health Component
33%
Research Effort Categories
Basic
34%
Applied
33%
Developmental
33%
Classification

Knowledge Area (KA)Subject of Investigation (SOI)Field of Science (FOS)Percent
6086050308050%
8026099307050%
Knowledge Area
608 - Community Resource Planning and Development; 802 - Human Development and Family Well-Being;

Subject Of Investigation
6099 - People and communities, general/other; 6050 - Communities, areas, and regions;

Field Of Science
3070 - Psychology; 3080 - Sociology;
Goals / Objectives
Today's global challenges have complicated the world beyond the farm gate so much that community leaders can no longer rely on traditional leadership practices. Yet, transformative change demands new ways of thinking about and practicing leadership development that considers both global realities and local norms.Through this project, we will introduce a new approach to leadership development that goes beyond individual leader training to engage communities in creating a leadership ecosystem that builds more robust leadership capacity and culture. The result incudes creating new pathways to leadership from first steps in learning about leadership to retirement and succession. In that process, communities will discover how leadership functions at its best, and what skills and resources are needed to support and grow those leadership functions successfully. Our unique contribution to sustainable rural community development lies in moving past the band aid approach of swooping in to do leader training at a single point in time. Rather, this approach concentrates on creating community-based systems that support community members in developing their gifts on their journey toward individual efficacy and community wellbeing. Our project will apply rigorous theoretical and empirical approaches to create an innovative approach to advancing local and regional leadership structures that play a key role in promoting rural prosperity. Specific objectives include:Implement a mixed-methods research design to identify communities with strong leadership profiles and control communities with matched demographic and economic profiles to analyze the evolution of leader networks and practices that recruit, mentor and retain leaders by 18 months into the project.Based on the research and case studies, develop, pilot, and evaluate an intervention strategy in two diverse communities using the Living Lab (LL)approach to assist communities struggling with leadership succession to create a leadership development system for their community by 30 months into the project.Disseminate the results of the pilot, the evaluation of the pilot, and related curriculum and materials to other Extension services, leadership organizations, and faculty teaching in leadership programs by the end of the grant period.As a result of our work, we see opportunities to revolutionize Extension's approach to leadership development, incorporating existing leader development resources into a larger systemic approach to supporting strong rural community leadership systems capable of addressing climate, demographic, socioeconomic and other global challenges impacting the wellbeing and prosperity of rural communities.
Project Methods
The research objective (Objective #1) will utilize an explanatory sequential mixed methods research design, which involves two distinct and sequential, but interacting, phases (Creswell & Plano Clark, 2018). The first, quantitative phase will involve longitudinal comparisons of variables identified in previous researchthat we might anticipate trending differently over time between communities that have a long-standing track record of success in community leadership and their demographically and economically matched counterparts, namely capacity for change, community growth mindset, civic engagement, and belief in local leadership.Multi-level modeling will be utilized to compare longitudinal trends between identified communities and their matched counterparts in capacity for change, community growth mindset, civic engagement, and belief in local leadership utilizing indicators from Nebraska Rural Poll and potentially the Iowa Small Towns Project survey data over the past 20 years. The quantitative phase results will be used to inform how the qualitative phase data will be collected (who will be sampled in the qualitative phase and/or what questions will be asked in the semi-structured interviews) in consultation with Advisory Committee (AC) members.The qualitative phase will utilize the case study qualitative tradition (Creswell & Poth, 2018) and Appreciative Inquiry (AI; Coghlan et al.,2003) to frame the questions, interview process, and analytic techniques. While this qualitative phase will involve grounded theory (Charmaz, 2006) in an emergent design, we anticipate inquiring into leadership structures and networks, necessitating the use of social network analysis (Hanneman & Riddle, 2005). Semi-structured individual and focus group interviews will be conducted within the case study communities. After qualitative data are collected and analyzed, the quantitative and qualitative data will be integrated by utilizing the qualitative results to provide insight to the quantitative findings and to inform the design of the pilot community leadership development systems programming material and associated evaluative techniques, in consultation with AC members.Based on data analysis, stakeholder input, and readiness assessments, two pilot communities will be identified to test community leadership systems programming materials, including one Nebraska Community Foundation affiliate community and one high in-migration community (Objective #2). Using the information from the case studies, literature review, and AC input, the following leadership programming elements and training materials will be developed: (a) readiness assessment tools, (b) a guide to convening a planning committee, (c) a guide to assessing community leadership strengths and possibilities, and (d) a planning tool for designing the community leadership development system. From there, a Local Leadership Living Lab (LLLL) approach within target communities to pilot programming and training material will be implemented. The Living Lab approach (Hossain et al., 2019) creates a mechanism for the scientist, engineer, or technologist to engage potential users of an innovation throughout the process of developing the solution. We will apply this approach in our development and piloting of the intervention that results from our research by creating Local Leadership Living Labs (LLLL). Initiating the pilot will involve convening a planning committee within pilot communities including a diversity of ages and voices to accomplish the following:1) Implement participatory community leadership assessment guide to: a) Engage community members in dialog using Appreciative Inquiry (AI) to make visible the invisible leadership system in place. b) Map the current leadership development system and its gaps and the skills and knowledge leaders apply in that system. c) Using an equity lens, identify what voices are heard and those that are less likely to be heard or represented in the leadership system.2) Implement planning tool and assess as it evolves with LLLL participants a) Identify pathways and related networks b) Develop intentional networking plan c) Identify existing training opportunities and gaps and develop strategies to address these gaps and provide training on the skills and knowledge leaders in the community need to succeed d) Create a local evaluation strategy and data collection tools that link to state-wide evaluation platform3) Implement the plan in each community4) Finalize data collection on pilot - see section below on evaluationPrinciple-Based Transdisciplinary Developmental Evaluation (PTDE; Patton, 2018, 2021) will be used to evaluate the project overall. This approach is designed specifically to address solutions to wicked problems where both relational and technical trajectories are in flux. Thus, it entails quarterly team reflections on what we are doing, what we can learn from our work, and how we can apply that learning to improve project results. The AC will also participate in a yearly reflection process. These data along with team member field notes will become data for evaluating project results. This project also entails working with multiple theories of change. Overall, we are looking at how an intervention can develop or strengthen community leadership development systems through intentional networking and making the invisible visible to create a sustainable system that continually recruits, mentors, and trains new leaders thus expanding community capacity to adapt to changing conditions and increased prosperity for all. Each participating community will bring its own theory of change into the process as will the various partners and networks, thus the focus on transdisciplinary evaluation strategies.Utilizing PTDE, we plan to evaluate progress toward achieving objectives and identifying milestones and indicators utilizing the following:Objective 1: Formative evaluation will monitor the number of data sources used, development of criteria for case study selection, and completion of case studies. Summative evaluation will include review of milestone completion by AC, presentation of results to key stakeholders, and submission of results for peer review and presentation and publication.Objective 2: Formative evaluation will monitor milestones for the creation of the ecosystem model, identification of test communities, development of LLs in test communities, participation levels, implementation of programming, and collection of evaluation data at test sites. Summative evaluation will include review of interventions and approach, LLLL process and outcomes, and review of pilot evaluation results by the AC. Data collected include participation levels of LLLLs, satisfaction with process, evidence that test communities identify and develop pathways to leadership and networks to connect pathways and develop and implement recruitment, training, succession, and mentoring strategies. We will also conduct a Ripple Effect Mapping (Chazdon, et al, 2017) process to identify specific community level outcomes and potential impacts. The test case and revisions based on the evaluation will be peer reviewed for dissemination, and project results will be submitted for peer-reviewed presentation and publication. Materials based on project results will also be adapted for leadership courses at UNL and instructors will evaluate their usefulness. Results will be submitted for peer-reviewed presentation and publication.Objective 3: Formative evaluation will include the number of presentations and publications and number of people requesting access to Extension programming materials and curriculum modules and the number requesting training opportunities and access to materials. Summative evaluation will include post training surveys, and peer acceptance of materials, presentations, and publications.

Progress 06/01/23 to 05/31/24

Outputs
Target Audience:To ensure our work resonates with those in communities as well as those workingin the fields of rural and leadership development, we have actively involved an advisory committee (AC) in the research process, comprised of key stakeholders who have agreed to learn with us as we investigate rural leadership from a different perspective and use that learning to create alternative solutions. The AC has assisted in identifying case study communities, and in the coming months and years, they will be reviewing the quantitative phase research data to determine who will be sampled in the qualitative phase and/or what questions will be asked in the semi-structured interviews and designing the pilot community leadership development system and its associated evaluation. We received an NCRCRD grant to host a "Leadership Chautauqua" event, utilizing peer networks of community leaders to understand the dimensions of factors that would likely trend positively over time with successful community leadership as well as to understand the invisible structures that facilitate community leadership development and succession. The Leadership Chautauqua was held on November 8, 2023 in Kearney, NE and brought together over 100 thought leaders, practitioners, and community leaders from across the North Central region to engage in dialogue, asset and network mapping, and workgroup planning. This effort also resulted in the development of both informal and formal peer learning networks. The Chautauqua provided the pathway to a more in-depth understanding of the factors that trend positively over time with successful community leadership as well as the invisible structures that facilitate community leadership development (CLD) and succession. The Chautauqua findings served as a bridge and an advance into the more comprehensive research planned within this NIFA grant project by developing a stronger basis for the measures of antecedents of community change and fostering relationships for further research and piloting. Changes/Problems:The only issue we have encountered so far is the length of time it has taken to successfully conduct the societal growth curve modeling analyses. This analytic process has been exciting, but slightly difficult to manage practically. But as previously mentioned, we applied for and were successfully awarded an Applied Analytics & Data Infrastructure Catalyst Program Award in April of 2024 from the Nebraska Academy for Methodology, Analytics, and Psychometrics, which has provided $1,000 worth of statistical support for this project. What opportunities for training and professional development has the project provided?The Chautauqua event brought together 100-plus thought leaders, practitioners, and community leaders from across the North Central region to engage in dialogue, asset and network mapping, and workgroup planning. This effort also resulted in the development of both informal and formal peer learning networks. As previously mentioned, the Chautauqua provided the pathway to a more in-depth understanding of the factors that trend positively over time with successful community leadership as well as the invisible structures that facilitate CLD and succession. The results of the Chautauqua improved precision in the research efforts associated with this NIFA project, which will significantly improve the projected impact of the results for leadership scholars and practitioners. The think-tank discussions during the Chautauqua also offered implications for those who support CLD efforts to consider integrating the systems approach into their programming to increase community outcomes. While the Chautauqua event provided a developmental opportunity for CLD stakeholders (those targeted by this NIFA project), the Applied Analytics & Data Infrastructure Catalyst Program Award from the Nebraska Academy for Methodology, Analytics, and Psychometrics has provided professional development to the PI and GRA on the inner workings and coding for societal growth curve modeling. How have the results been disseminated to communities of interest?Rural Prosperity Nebraska communications staff within the University of Nebraska - Lincoln created and distributed in Nebraska a news story on the Chautauqua as well as stories highlighting results from the Chautauqua. Members of the working team have conference presentations accepted on the Chautauqua event and the pilot study leading up to this NIFA project at the International Association of Public Participation, Community Development Society, Association of Leadership Educators, and International Leadership Association conferences. We have also presented this work via invited talks for Rural Rendezvous and Connecting Entrepreneurial Communities events, which were hosted by Nebraska Extension. Essential to this Chautauqua-based strategy was the development of peer learning groups following the gathering, where the Chautauqua findings were reviewed and new goals and strategies for CLD were contextualized in local community settings. What do you plan to do during the next reporting period to accomplish the goals?To fully complete Objective #1, we will finish conducting societal growth curve analyses to compare longitudinal trends between identified communities and their matched counterparts in capacity for change, community growth mindset, civic engagement, and belief in local leadership utilizing indicators from the Nebraska Rural Poll. From these analyses, we will prepare and share a report of the quantitative phase findings with the Advisory Committee (AC) members to formulate focus group interview questions and to identify community leaders from case study communities. Before the end of the next reporting period, we will meet with community leaders in case study communities to explain the project, identify participants for interviews and focus groups, and get background data. We will then conduct individual and focus group interviews with identified individuals and analyze this qualitative data to identify key networks that participate in the community leadership system and the interaction of these networks. We will then utilize the qualitative results to provide insight into the quantitative findings and to inform the design of the pilot community leadership systems programming material and associated evaluative techniques, in consultation with AC members. Based on the mixed methods data analysis, stakeholder input, and readiness assessments, we will identify two pilot communities to test community leadership systems programming materials. We will use the information from the case studies, literature review, and AC input to develop and implement leadership programming elements and training materials, using the Living Lab approach, addressing Objective #2: Based on the research and case studies, develop, pilot, and evaluate an intervention strategy in two diverse communities using the Living Lab (LL)approach to assist communities struggling with leadership succession to create a leadership development system for their community by 30 months into the project.

Impacts
What was accomplished under these goals? This year's major activities supported Objective #1: Implementing a mixed-methods research design to identify communities with strong leadership profiles and control communities with matched demographic and economic profiles to analyze the evolution of leader networks and practices that recruit, mentor, and retain leaders. We implemented a project management plan including scheduling regular meetings, hiring and training a Graduate Research Assistant (GRA), obtaining IRB approval, and initiating an evaluation plan including quarterly reflection meetings and development of collection strategies for field notes, AC meeting notes, and other reporting needs. We held a research team orientation that included an overview of procedures, an introduction to principle-based evaluation and Responsible Innovation (RI), and an emphasis on the importance of field notes for this project. We confirmed and convened an advisory committee (AC) comprised of key stakeholders who have agreed to learn with us as we investigate rural leadership from a different perspective and use that learning to create alternative solutions. We held an orientation meeting on June 28, 2023 where the AC members were apprised of the project details and were asked to individually identify communities that have a long-standing track record of success in community leadership.Responses were analyzed to identify case study communities. Inclusion criteria from the analysis were communities that are identified by multiple AC members, and we ensured that the final list of identified communities represented a diverse array of communities (i.e., two from communities at Rural Urban Continuum Codes levels 8 and 9, two from levels 7 and 6, two Nebraska Community Foundation communities, and two with high levels of in-migration from diverse populations). Demographic and economic matches to the included communities were selected based on distance from a metropolitan area, industrial employment structure, and population, with the minimum Mahalanobis distance to each identified community - following the recommended matching technique utilized by Rephann and Isserman (1994). We received an NCRCRD grant to host a "Leadership Chautauqua" event, utilizing peer networks of community leaders to understand the dimensions of factors that would likely trend positively over time with successful community leadership as well as to understand the invisible structures that facilitate community leadership development and succession. The Leadership Chautauqua was held on November 8, 2023 in Kearney, NE with 128 people registered. The Chautauqua provided the pathway to a more in-depth understanding of the factors that trend positively over time with successful community leadership as well as the invisible structures that facilitate community leadership development (CLD) and succession. The Chautauqua findings served as a bridge and an advance into the more comprehensive research planned within this NIFA project by developing a stronger basis for the measures of antecedents of community change and fostering relationships for further research and piloting.The research team finalized indicators from the Nebraska Rural Poll associated with the quantitative research phase variables. We are currently in the process of conducting societal growth curve modeling analyses to compare longitudinal trends between identified communities and their matched counterparts in capacity for change, community growth mindset, civic engagement, and belief in local leadership utilizing indicators from the Nebraska Rural Poll survey data over the past 20 years. This analytic process has been exciting, but slightly difficult to manage practically. Thus, we applied for and were successfully awarded an Applied Analytics & Data Infrastructure Catalyst Program Award in April of 2024 from the Nebraska Academy for Methodology, Analytics, and Psychometrics, which has provided $1,000 worth of statistical support for this project.

Publications

  • Type: Conference Papers and Presentations Status: Accepted Year Published: 2024 Citation: Hastings, L. J., Emery, M. E., Rasmussen, J., Yeo, J., & Choudhary, A. (2024, April). Leadership Chautauqua: Enhancing engagement for innovations in community leadership development. Paper presentation for the IAP2 Midwest Chapter Conference. Omaha, NE.
  • Type: Conference Papers and Presentations Status: Accepted Year Published: 2024 Citation: Hastings, L. J., Emery, M. E., Rasmussen, J., Kaskie, S. (2024, July). Leadership Chautauqua: Making visible the invisible social systems that encourage sustainable and resilient approaches to community leadership development. Paper presentation for the Community Development Society Annual Conference. Omaha, NE.
  • Type: Conference Papers and Presentations Status: Accepted Year Published: 2024 Citation: Hastings, L. J., Emery, M. E., Botkin, H., & Yeo, J. (2024, July). Leadership Chautauqua: Making visible the invisible systems that encourage sustainable approaches to community leadership development. Poster presentation for the 34th Annual Conference of the Association of Leadership Educators. Minneapolis, MN.
  • Type: Conference Papers and Presentations Status: Published Year Published: 2023 Citation: Hastings, L. J., Yeo, J., Kaskie, S., Emery, M. E. (2023, October). The phenomenon of community change and the role of community leadership development. Paper presentation for the 25th Annual International Leadership Association Conference. Vancouver, BC.