Leadership behaviors of Georgia golf course superintendents: implications for post-secondary programs.

Introduction Employees who possess effective leadership skills are likely to motivate others around them and be more successful during their careers. Because of this, employers desire to hire college graduates who possess these skills, especially within careers associated with agriculture. This study sought to measure the transformational leadership behaviors of golf course superintendents, the outcomes of those behaviors, and determine if relationships exist between transformational leadership behaviors and leadership outcomes. Quantitative data was collected using Kouzes and Posner's Leadership Practices Inventory© questionnaire (LPI) and perceived outcome questions stemming from Bass and Avolio's Multifactor Leadership Questionnaire© (MLQ). Data analysis revealed that Model the Way was the transformational leadership behavior most widely used, followed closely by Enable Others to Act. The outcome of Effectiveness was highest, with the strongest practice/outcome correlation between Model the Way and Satisfaction. It was recommended that leadership education be included in undergraduate turfgrass curriculum, specifically to help prepare turf professionals for successful careers and that the turf industry implement professional development opportunities to increase golf course superintendent transformational leadership behaviors and employee outcomes. Organizations in the agricultural industry take on a variety of forms and sizes, from entrepreneurial producers to multinational corporations, all of which require leaders with skill sets to guide individuals, departments, and entire companies (Washington Post, 2010; Brooks et al., 2008). Today, more than ever before, businesses are interested in leadership development of their employees and they benefit from hiring employees who possess the leadership traits needed for their position (Light, 2010; Useem, 2010). Employees who possess and effectively apply leadership traits and skills have the ability to create a culture of success. Research has shown that successful leaders are personable, charismatic, influential, and have the company's and the employee's best interests at heart (Dubrin, 2007). Within agriculture, leadership skills, behaviors, and knowledge have been investigated for over three decades, primarily with youth and academic populations (Brannon et al., 1989; Dormody and Severs, 1994; Ladewig and Thomas, 1987; Luft, 1986; Ricketts and Newcomb, 1984; Ricketts and Rudd, 2004; Spotanski and Carter, 1993). Ricketts and Newcomb (1984) studied the leadership behaviors of 12th grade students and found that those engaged in FFA had significantly higher leadership behaviors. When looking at adults, Brannon et al. (1989) found that community leaders attributed much of their leadership success to participation in FFA either as youth or through adult volunteer activities. Similarly, Ladewig and Thomas (1987) surveyed adults and found that participation in organized youth activities, including 4-H, has a positive impact on selfperceived leadership skills. The study of leadership and its correlation to success in business has produced many opinions and theories. According to a study by Moore and Rudd (2005), everyone agrees leadership is important, but a consensus of which skills are most important has not been established. From those studies, many skills of a successful leader have been identified, such as self-confidence, humility, trustworthiness, warmth, M.A.L. , 3650 W. Sovereign Path; Suite 1 Extension Associate Professor, 3500 John A. Merritt Blvd Assistant Professor, 130 Four Towers Professor, 3111 Miller Plant Sciences Building 1