Volunteer Leadership Research Articles

Development and Evaluation of an On-Line Educational Module for Volunteer Leaders on Bio-Security in Washington State 4-H Livestock Projects

A module on disease prevention was created for 4-H volunteer leaders who work with livestock projects in Washington to better prepare them to teach youth about bio-security and its importance in 4-H livestock projects. Evaluation of the module and usage statistics since the module's debut were collected and evaluated. The module increases awareness of disease prevention and provides practical approaches to implementation of bio-security, but is underused by the target audience, possibly due to leaders' lack of computer access, time, or awareness of the module. Promotion of the module and incentives must be explored to increase module usage.

Volunteer Leadership Directory

Volunteer Leadership Directory

Assessing the Need for an On-Line Educational Module for Volunteer Leaders on Bio-Security in Washington State 4-H Livestock Projects

4-H livestock projects present disease transmission risks that can be reduced by the use of bio-security practices. The responsibility of teaching bio-security to youth belongs primarily to volunteer leaders, who may not be aware of the importance of these practices. A needs assessment for an online educational module about bio-security revealed that existing materials are inconsistent, are not directed at this audience, and are not being used by leaders. Although barriers to online education exist, there are many benefits of online education that can be passed from leaders to youth to help reduce the spread of disease in 4-H livestock.

Volunteer Leadership Directory

Volunteer Leadership Directory

An Evaluation of the National Public Health Leadership Institute—1991-2006

Public health leadership development programs are widely employed to strengthen leaders and leadership networks and ultimately agencies and systems. The year-long National Public Health Leadership Institute's (PHLI) goals are to develop the capacity of individual leaders and networks of leaders so that both can lead improvement in public health systems, infrastructure, and population health. To evaluate the impact of PHLI on individual graduates using data collected from the first 15 cohorts. Between 1992 and 2006, PHLI graduated 806 senior leaders from governmental agencies, academia, health care, associations, nonprofit organizations, foundations, and other organizations. Of 646 graduates located, 393 (61%) responded to a survey, for an overall response rate of 49% (393/806). PHLI has included retreats; readings, conference calls, and webinars; assessments, feedback, and coaching; and action learning projects, in which graduates apply concepts to a work challenge aided by peers and a coach. A survey of all graduates and interviews of 34 graduates and one other key informant. PHLI improved graduates' understanding, skills, and self-awareness, strengthened many graduates' connections to a network of leaders, and significantly increased graduates' voluntary leadership activities at local, state, and national levels (P < .001). Deeper and wider network connections shaped graduates' sense of "belonging" to the national cadre of public health leaders, provided access to supportive peers and ideas, and bolstered confidence and interest in taking on leadership work. Nearly all graduates remained in public health. Some partially attributed to PHLI their promotions into more senior positions. Leadership development programs can strengthen and sustain their impact by cultivating sustained "communities of practice" that provide ongoing support for skill development and innovative practice. Sponsors can fruitfully view leadership development as a long-term investment in individuals and networks within organizations or fields of practice.

The benefits of voluntary leadership in experimental public goods games

We study the effects of voluntary leadership in experimental public goods games when each group member can volunteer to contribute before the other members. We find that voluntary leadership increases contributions significantly, compared to a treatment where leadership is enforced exogenously.

Table of Contents

Abstract Don't Miss A Positive Publicity Opportunity Volunteer Celebrations Partner With Media to Honor Volunteers Cost‐effective Ways to Honor Volunteers Send Virtual Thank‐you Notes Organize Events Online Internal Management Prepare Staff Before Placing Volunteers Policies, Procedures Provide Guidelines for Your Employee Volunteers Seek Volunteer Input Weekly Volunteer Surveys Gather Valuable Information Group Planning Exercise Celebrate Volunteer Birthdays Create a Recruitment Video Volunteer Resources National Volunteer Week Guide Available for Nonprofits Teach Volunteers Empathy Role‐playing Volunteers Reflect Human Condition Get Free Volunteer Resources Volunteer‐designed T‐shirt Raises Funds, Awareness Mentor Sessions Guide Volunteers Build Awareness Special Event Flyer Combines Community Recruiting Efforts Service‐themed Events Networking, Service Events Bond Volunteering Colleagues Collaborative Concepts Partner With Other Nonprofits to Share Volunteer Strength Advanced Volunteer Training Could a Volunteer Leadership Institute Benefit Your Nonprofit? Volunteering Has Its Rewards Employ Management Software Ideas Worth Considering Share Those Unused Event Tickets Ease People Volunteer Roles New Volunteer Tips Help Prepare Newcomers To Serve If You Can Make People Smile… Memorize Mission Statement A ‘Fine’ Way to Reduce Absenteeism, Tardiness

The American Association for Thoracic Surgery Volunteer Leadership and Senior Staff Disclosure Statement

The American Association for Thoracic Surgery Volunteer Leadership and Senior Staff Disclosure Statement

Volunteer Leadership Directory

Volunteer Leadership Directory

Table of Contents

Abstract Include a Challenge Request With Top‐level Prospects Nurturing Donors Building Donor Relationships That Last An Occasional Editorial Can Have Positive Results Tips to Maximize Your Prospect Screening Sessions Building A Board of Heavy Hitters Groom a Board Member Recruiter Major Donor Relationships Gifts in Transition: The Journey of One Donation Public Opinion Forces Naming Gift Compromise Building A Prospect List Direct Mail Tips for Garnering Capable Donors Cultivating Endowment Donors Periodic Letter From CEO Sets Stage for Major Gifts Engage Donors With Multiple Online Giving Options Don't Jump to Conclusions Doctors, Hospital Employees Take Up Slack by Giving More Expert Advice Strategies for Staying Productive on the Road Policies and Procedures What Should an Endowment Agreement Address? Volunteer, Staff Training Hold a Briefing Meeting for Your Solicitation Team Focus Preparation on Four Possible Solicitation Replies Keep Helpful Volunteers In the Information Loop Keep Marketing Personal Create Interactive Donor Wall Ideas You Can Use Issue Invitation If You Hope to Build, Remodel or Renovate Solicitation Preparation Get to ‘Yes’ Through Solicitation Scripting and Rehearsal Capital Campaigns How to Train Your Campaign's Volunteer Leaders Know What's Negotiable Strategize Career Plans To Bring Them to Fruition Challenge Grants Hard Work, Creativity Combine to Meet Challenge Grant Requirements Foundation Profile

IEEE comsoc staff: agile, efficient teamwork [The President's Page

In order to achieve the goals of the IEEE Communications Society (ComSoc), namely the scientific and educational goals and the professional goals, as prescribed in our Constitution, we encourage cooperation and exchange of information among our members and others in our profession by holding conferences, publishing journals, sponsoring tutorial seminars and leading edge workshops, stimulating research, offering education/training programs, establishing standards, and providing other services. This diverse set of activities is performed by volunteer leaders externally and by the staff internally. As volunteer leaders are essential for direction-setting and operating ComSoc, so is the staff indispensable in conducting and implementing these directives in ComSoc. All the past achievements of ComSoc that we are proud of, in reality, were jointly accomplished by ComSoc volunteers and staff.

Commitment and Volunteer-Related Outcomes Among Private Club Board and Committee Member Volunteer Leaders

This study examined the direct and indirect factors influencing volunteer leaders’ future intentions to continue to serve as board and committee members in private clubs. The proposed model was tested with a sample of 457 board and committee members, using mainly a Web survey. Findings showed that the volunteer leaders’ affective commitment had a direct and positive influence on both their volunteer dedication and involvement, whereas their normative commitment had a direct and positive influence only on their volunteer dedication. Both volunteer dedication and involvement were found to be important, direct factors for volunteer leaders’ future volunteer intentions to continue to serve as board and committee members in private clubs.

Volunteer Leadership Directory

Volunteer Leadership Directory

Building successful leadership coaching relationships

PurposeThis paper aims to employ a conceptual model to examine the relationship processes and mediating role of client‐coach relationship between client‐coach match criteria and coaching outcomes to advance the understanding of client‐coach relationship's impact on leadership coaching.Design/methodology/approachData collected from 74 client‐coach pairs participating in a voluntary leadership coaching program at a military service academy during pre‐partnering and post‐transition phases were analyzed to examine the impact of match criteria and client‐coach relationship processes on coaching outcomes.FindingsConsistent with the conceptual framework, relationship processes of rapport, trust, and commitment positively predicted coaching program outcomes, including client and coach reactions, behavioral change, and coaching program results. The client‐coach relationship fully mediated two match criteria (compatibility and credibility) with coaching outcomes, suggesting that complementary managerial and learning styles and relevant job‐related credibility support the development of client‐coach relationships and therefore positively impact leadership coaching programs.Research limitations/implicationsThe generalizability of findings may be limited due to the population studied. Future research needs to examine relationship processes in the larger context of the coaching practice as well as formative and results‐level outcomes.Practical implicationsThe research findings provide support and understanding of the impact of the client‐coach relationship on coaching and the understanding of factors influencing the relationship, which allows the development of selection tools to better match clients with coaches, increasing the quality of the relationship and ultimately the coaching outcomes.Originality/valueThe study represents one of the first attempts to symmetrically examine client‐coach relationships and highlights the value of the conceptual framework for conducting client‐coach relationship research.

The American Association for Thoracic Surgery Volunteer Leadership and Senior Staff Disclosure Statement

The American Association for Thoracic Surgery Volunteer Leadership and Senior Staff Disclosure Statement

Volunteer Middle Managers: Human Resources that Extend Programmatic Outreach

Extension professionals must be able to give volunteers programmatic ownership and the resources and education they need to complete their tasks. However, resources are limited, especially in economic downtimes, making it even more necessary to look at creative ways to bridge the gap between what programs and services can and should be delivered. A middle manager program was developed as a tool to more effectively involve volunteer leaders and assist Extension professionals. Eight position descriptions and corresponding planning aids were developed, in addition to an agent strategy to aid Extension professionals in implementing the middle manager program.

Christine McEntee Takes Office as AGU Executive Director

In a historic transition event, AGU staff and volunteer leadership welcomed incoming executive director Christine W. McEntee and said farewell to outgoing interim executive director Robert Van Hook. The event, with the theme “A Bridge to the Future: From Strength to Strength,” took place at AGU headquarters in Washington, D.C., on 30 August.McEntee comes to AGU from the American Institute of Architects, where she served as executive vice president and chief executive officer since 2006. She is the Union's third executive director.

Growing leaders in a professional membership organization

This study describes the background, development and delivery of an innovative approach to prepare elected state association leaders for their new leadership roles in their respective state organizations. State-based professional associations face unprecedented threats to scope of practice in the current volatile healthcare environment. In 2009 the American Association of Nurse Anesthetists (AANA) began offering a Leadership Development 'Boot Camp' for all nurse anesthetist state association presidents-elect designed with the intent of providing the participants with information, resources and tools they need in their new role. An organizational assessment examined the philosophy of and need for leadership development across the entire organizational structure. Recommendations from the assessment included the need for intensive leadership development at the state level. A 3-day intensive workshop was designed and implemented. Adult learning theory was used for its development. The success of this programme has lead to its implementation as part of leadership development of the AANA. Nurse managers and elected volunteer leaders in state-based professional associations face similar challenges requiring sound leadership ability. Principles applied to the development of the AANA programme can be applied to leadership development for new nurse managers.

Volunteer Leadership Directory

Volunteer Leadership Directory

Finances: fuel for operation and future growth [President's page

The IEEE Communications Society (ComSoc) is a membership organization with about 43,000 members. The members play central roles in achieving the goals of ComSoc - advancing communications technologies and promoting high professional standards. The goals, if well accomplished, will return benefits to the members and, in the long run, will contribute to bringing affordable communications networks and services for the benefit of all people of all nations. The goals are implemented through a diverse set of activities by members and the "business" actions managed by volunteer leaders and paid staff.