"Leadership is the key community element that causes things to happen…it helps initiate change and promotes community trust."---A Community Leader
 

EXECUTIVE SUMMARY

The purpose of this report is to provide information that may assist in gauging the attitude of people and communities concerning leadership training opportunities in rural Georgia.  This report may afford decision-makers insight in determining how to better motivate and engage rural communities toward pursuing and sustaining community leadership training programs.

The report is based on the opinions of questionnaire participants and does not seek to evaluate any existing leadership training programs within the state. 

As a result of a synthesis of the questionnaire comments and discussion with resource providers, suggested policy considerations were developed to address each question of the questionnaire.  The policy considerations below may be used as a reference by decision-makers contemplating alternatives for motivating and engaging communities to implement sustainable community leadership training programs.
 
 Suggested Policy Considerations:

• Identify strategies for increasing community awareness & benefits of leadership training
• Identify barriers preventing communities from implementing community leadership training
• Designate a “Champion” in each county/community to encourage training
• Continue pursuit of a state certification program with a leadership component
• Provide state matching funds for training in lagging/declining communities
• Promote community leadership training from a regional perspective
• Identify standard elements required of state supported leadership training program
• Encourage youth leadership programs in communities through a statewide network
• Promote leadership alumni involvement in leadership training in each community
• Measure community progress resulting from leadership training
• Encourage elected officials’ support of leadership training
• Promote skill enhancement and action project in state supported curricula
• Assess community need and appropriately fund and staff leadership resource providers
• Consider forming additional partnerships to deliver quality training professionally and timely
• Evaluate annually state supported leadership training programs for quality control

Over the past five years numerous public forums, studies and reports involving rural America have identified leadership as a major factor in determining whether communities thrive, survive or decline.  The State of Rural Georgia Report (December, 1999) prepared by the Technical Advisory Committee to the Georgia Rural Development Council identified “active and informed leadership” as a major factor impacting a community’s ability to grow.  Most rural community officials want growth or at least what they perceive to be social and economic sustainability.  Why then, do some communities make it a priority to develop their leadership while other communities relegate leadership development to happenstance or even worse discourage it by their attitudes and actions?  This report seeks to shed light on that question and related issues by summarizing the prevalent perceptions and attitudes of rural communities and rural resource providers concerning leadership training opportunities in Georgia.

First of all, what is leadership?  There are hundreds of definitions ranging from one word synonyms and acronyms to definitions reaching several paragraphs.  For the purpose of this report leadership is simply communicating a shared vision and transforming that vision into a mutually pursued outcome.  More practically, leadership is capacity building - assessing where you are and where you want to go, acquiring skills, and taking action to get you there.

One of the dilemmas for existing leadership and the typical citizen in many communities in determining whether to pursue leadership training is trying to get a grasp on what leadership training is.  Most citizens in rural communities know leadership when they see it but do not always realize it is an acquired skill and certainly do not know what is involved in leadership training.  Even in the professional resource community everyone is not of one accord on what constitutes leadership training.  Is bringing information and an awareness to the local community considered adequate leadership training or should the training be more comprehensive and affect change in the person, promote skill development and induce action (accomplishment) on behalf of the participants?

The old image of leadership and leaders is changing significantly as contemporary views focus not merely on the leader, but on clusters of people working together and growing together.  Communities will increasingly operate through patterns of teamwork and shared leadership.  Robert B. Denhardt states “No longer will leadership always be closely tied to power and position but will be seen as a process of development, a function that operates within a group, an activity in which all can and, indeed must engage" (http://pamij.com/99_4_2_Denhardt.html).

Denhardt goes on to state the more contemporary and future leader will be the one who 1) helps the group or organization understand its needs and potential, 2) integrates and articulates the group’s vision, and 3) acts as a trigger or stimulus for group action.  And the leader will not just be the boss, mayor, commissioner or manager; the leader will necessarily be everyone.  This is our challenge in Georgia’s rural communities – to enhance the community awareness and leadership skills of all citizens, thereby empowering local citizens to communicate a shared vision that can be transformed into  mutually pursued outcomes.  As this occurs our rural communities will begin to thrive, not merely survive.
 

METHODOLOGY AND SELECTED RESPONSES TO THE QUESTIONNAIRE

A questionnaire was drafted (see ADDENDUM - EXHIBIT A) consisting of six questions that sought to obtain information gauging the prevalent perceptions and attitudes of rural communities and rural resources providers concerning leadership training opportunities in Georgia.  Questionnaires were completed around the state by 111 participants through one-on-one interview, by phone and via e-mail.  Diversity was sought from a geographical, organizational, ethnic and cultural perspective (see ADDENDUM - EXHIBIT B & C).  There was an attempt to obtain feedback from grassroot community leaders and not just elected or appointed officials of major institutions within the community.  Resource providers were a major source for completing the questionnaires since many of them are the “eyes and ears” of rural communities and constantly receive feedback from diverse groups within the community.
The selected responses from participants shown below are efforts to capture key responses from questionnaires that tend to be typical of many participants or offer a significant insight into the community leadership training issue.  A copy of the actual written comments or a compilation of comments of the 111 questionnaire participants is available upon request.  The compilation of the questionnaire comments is available in the full report (ADDENDUM - EXHIBIT D).

The questions contained in the questionnaire and the selected responses are as follows:

1. Is obtaining a leadership training program a priority in your community?  Why?

YES - 68%

• Yes, leadership is the key community element that will cause things to happen
• All people have to be on the same page to make it work together
• Improves communication, planning, organizing skills and local initiative
• Helps initiate change and promotes community trust
• Yes, our community is starved for community leadership
• It is a practical means of preparing a community for the days ahead
• The successful communities have a cadre of meaningfully - involved, community- concerned depth of leadership
• Existing community leaders recognize the importance of leadership development

People don't work well together in this community
People already have too much to do
No champion or spark plug to promote
Community not aware of importance or what leadership training is
Costs too much when provided by outside sources
Everyone thinks in a box and has no vision
No, appears leaders are content with the way things are and don't want competition

2. Why traditionally have you or your community not readily pursued leadership training opportunities? 

• No local champion or spark plug to promote
• Inadequate planning, foresight and dollars
• No local funding sponsors available
• Community leaders satisfied with status quo
• Community not aware of importance
• Big commitment/lots of work/time consuming
• Existing leaders/officials feel threatened if others are trained
• Apathy and lack of funding 

• Put a carrot on the plate
• Increase staff/resources of leadership training organizations
• State match of local funds to underwrite costs
• Tie training to receipt of state/federal funds
• A local promoter/champion and sponsor
• Increase community awareness -- publicize
• State certification
• Lower cost of training
• Nothing
• Require elected officials involvement
• Regional promotion will induce local involvement
• Leadership program alumni involvement in subsequent programs
• Results oriented workshops (not just motivational)
• Great speakers/trainers that understand/connect with the community

4. Are there key components (a common thread) in leadership training programs in growing communities that tend to energize the community and induce significant community participation?

• Existing strong leadership
• Alumni involvement
• Community project involvement
• Community spirit/social capital
• Action oriented
• Start youth leadership programs in the schools
• Offer incentives to participants
• Grow your own leaders
• Inclusiveness/grassroots participation/diversity
• Understanding principles of community and economic development
• Promoting success stories/best practices
• Recruit quality participants
• Awards/recognition/graduation
• Community concerns/Problems/Crisis
• Identifying economic benefits of leadership training
• Open to and seeking positive change
• Local sponsorship
• Existing leadership involvement but not overriding or controlling 

• Measuring results by seeing participants move into leadership positions
• Diversity - young, old, students, new blood
• Leadership alumni active in program
• Complete community awareness
• Energizes people, eager participants
• Creates unity among leaders in community
• Involves respected people from all walks of life
• The program should not be too long
• Allows participants to explore their own strengths and weaknesses as well as those of others
• Accomplishment, success, community and economic development, empowerment
• Attended by and energized by the leadership base of the community
• Action component - an accomplishment

YES - 47%      DON'T KNOW - 14%

• Adequate perhaps; too fragmented and not enough collaboration, probably; inhibited by turf, yes.
• The number of resources is less important.  Real questions are "Are they effective, reaching the appropriate people, and making a difference for those people?"
• Yes, there are so many, there is not a clear and consistent message, consistent approach, consistent results.
• Yes.  But they are too costly.  Therefore, most are in house.
• Yes, resources are available if pursued by community.  However, not sure resource providers are adequately staffed and funded.

• Need to be more organizations pushing it.
• No, could companies, churches, schools, etc. be persuaded to deliver training from their own resources at a low cost to citizens?
• Not sure.  Associations and other organizations throughout the state should be encouraged to start leadership programs to promote public awareness and informed decision making.
• No, the only program I know if is the Fanning Leadership Program.
• No, if every community decided today to fulfill its leadership development needs existing leadership programs would definitely not be adequate.

Below are organizations listed by participants that provide leadership training opportunities on a regional and possibly statewide basis.  These organizations are perceived to provide some exposure to leadership principals to communities/individuals along with the primary training or service they provide, e.g., economic development, workforce development, social capital enhancement.

• Dupont Young Leaders 
• Georgia Leadership Council
• Southeast Region Prevention
• Association of County Commissioners of Georgia 
• Chambers of Commerce
• Churches
• Civil Clubs
• Family Connections
• Fanning Leadership Institute 
• Georgia Department of Community Affairs
• Georgia Department of Industry, Trade, & Tourism 
• Georgia Academy for Economic Development
• Georgia Agri-Leaders Forum 
• Georgia Power
• Georgia Tech 
• Georgia Young Farmers
• Georgia Municipal Association
• Institute of Community and Area Development
• Leadership Georgia
• Local Boards of Education 
• Local Vocational Technical Schools
• Oglethorpe Power 
• RDCs (Regional Development Centers)
• Regional Advisory Council (#8) 
• UGA Extension Service and 4-H Clubs 
• UGA Carl Vinson Institute of Government
• Wal-Mart

The following observations and suggestions are based on a synthesis of the information obtained from the 111 persons completing a questionnaire and discussions with resource providers.

Question 1.  Is obtaining a leadership training program a priority in your community?  Why?

Most of the participants responding “yes” to leadership training being a priority in their community were involved or have been involved in leadership training in their community or through their profession.

Most participants responding “no” indicated frustration that leadership training was not a priority in their community.  Many of them also have been exposed to leadership training to varying degrees.
 
Policy Considerations:

A.   Involve the state, federal and private sectors in identifying strategies for increasing community awareness of the availability and benefits of community leadership training.  Strategies to consider: 

1)  State, federal and private sectors collectively make community leadership training a priority initiative integrating organizations representing economic development, education, health, environmental and other social arenas.
2)  Authorize and prepare a study and/or provide data linking leadership training to improved community economic and social status.
3)  The State should designate a lead organization (Champion) to coordinate the promotion and implementation of community leadership training programs in rural communities without sustained leadership training programs.
4)  Communicate the importance of leadership training through a well thought out and high profile public relations campaign similar to the Census 2000 campaign.

Question 2.  Why traditionally have you or your community not readily pursued leadership training opportunities?

Policy Considerations:

A.   Initiate state, federal, and private sector involvement in identifying actions to overcome potential barriers preventing communities from pursuing and implementing community leadership training.

B.   Designate a trained “Champion” (individual) for each county/community without a sustained leadership program to promote and provide preliminary guidance to local leadership for initiating community leadership training programs.

Question 3.  What is being done/can be done to motivate rural communities to pursue leadership training opportunities?

 Policy Considerations:

A.   As mentioned by questionnaire participants a state certification program (designed to enhance regional economic growth) with leadership training as a component should increase community participation especially if the certification is tied to accessing funds.  The Georgia Department of Industry, Trade and Tourism is currently working on a certification program with a leadership component that may be linked to accessing the OneGeorgia initiative.
 
B.   Provide state matching funds to assist in underwriting community leadership training costs for those lagging and declining communities (see Georgia Rural Development Council’s State of Rural Georgia Report, December, 1999) unable to raise adequate funds through a local sponsor.

C.   The Regional Advisory Councils of the State Service Delivery Regions and other regional organizations should promote regional community leadership training based on the unique needs and aspirations of each region.

Question 4.  Are there key components (a common thread) in leadership training programs in growing communities that tend to energize the community and induce significant community participation?

Policy Considerations:

A. State, federal  and  private  sector  partners  should  identify  desirable  and mandatory elements contained in any state supported community leadership training program.  These elements could/should vary to a degree in each region depending upon regional recommendations.  Standard elements involve recruitment, local sponsorship, curriculum, qualification of instructors and graduation/recognition programs.

B. Promote and initiate youth leadership programs in each county/community through the local school system or other statewide network.  Support financially those youth programs proven to be successful.  Designate a "Champion" (individual) to enhance success.

C. Promote  leadership  trainee   alumni   to   be   involved   with   subsequent community leadership training classes for a minimum of two years.

Question 5.  What does a successful leadership training program look like?  (What are its attributes and why?)

Policy Considerations:

A.   State, federal and private partners using identified quality of life factors should measure community progress at five year intervals once sustained community leadership training programs (adult/youth) are implemented.

B.   Elected officials are expected to embrace and be involved in any state supported community leadership training program.  Any state funding received and the individual “Champion” of the community leadership program should be independent of the local governing body.

C.   Skill enhancement and an action component or project should be promoted in all state supported community leadership curricula.  The class project and significant community impacts should be publicized in the local media.

Question 6.  Are there an adequate number of resource organizations providing leadership training opportunities in rural Georgia?  Can you name any of them?

Questionnaire participants identified 26 statewide or regional organizations that provide or are perceived to provide leadership training opportunities in rural Georgia.  Most participants stated there were an adequate number of organizations delivering the training but some mentioned a lack of coordination among organizations delivering the service.  Also, participants believe state organizations are inadequately funded and staffed to meet the state’s community leadership needs.  There is concern if every county/community initiated a leadership training program the state would be woefully short of providers or staff to provide the appropriate resource assistance.

Policy Considerations:

A. The State upon assessing  communities  in  need  in  rural  Georgia  should identify and provide appropriate funding to organizations delivering state supported community leadership training programs.

B. If need  or  demand  warrants,  additional  partnerships  and  collaborations should be formed among state, federal and private organizations to deliver quality community leadership training in a highly professional and timely manner.

C. Evaluation of all state supported community leadership training programs should be required upon program completion.  This is to promote quality control and continuous improvement in the training.  A summary of the evaluation should be provided to the state coordinating organization and service provider.
Supporting and background information for this report is attached in the ADDENDUM.
 

ADDENDUM

A map (EXHIBIT B) illustrating the history of community leadership programs along with community leadership program data (EXHIBIT C) is contained in the full report.  The map and data is provided by the J. W. Fanning Leadership Institute.  The program data is formatted in accordance with the twelve State Service Delivery Regions of the Georgia Department of Community Affairs and the Georgia Department of Industry, Trade & Tourism.  The full report may be accessed by contacting USDA Rural Development at 706-546-2162.
 
 EXHIBIT A

QUESTIONNAIRE

OBSERVATIONS ON LEADERSHIP TRAINING OPPORTUNITIES IN RURAL GEORGIA

Information for the Georgia Rural Development Council and USDA Rural Development
 
PURPOSE: The purpose of the questionnaire is to obtain information/gauge the attitude of people and communities concerning leadership training opportunities in rural Georgia.

OUTCOME:  Your response to the questionnaire will be summarized collectively with other responses.  A report will be prepared summarizing the prevalent perceptions and attitudes of rural communities and rural resource providers concerning leadership training opportunities in Georgia.  This report may provide decision-makers insight in determining how to better motivate and engage rural communities toward pursuing rural leadership training opportunities.  This report will be based on the opinions of responders and will not evaluate any existing leadership training programs.

Please complete the questionnaire below:
 
 

Name:
Date:
 

Organization:
 

1. Is obtaining a leadership training program a priority in your community?  Why?
 

2. Why traditionally have you or your community not readily pursued leadership training opportunities?
 

3. What is being done/can be done to motivate rural communities to pursue leadership training opportunities?

4. Are there key components (a common thread) in leadership training programs in growing communities that tend to energize the community and induce significant community participation?

5. What does a successful leadership training program look like?  (What are its attributes?  And why?)

Are there an adequate number of resource organizations providing leadership training opportunities in rural Georgia?  Can you name any of them?
 

SIGNATURE (interviewee - optional):

INTERVIEWER:
 
 
 
 

EXHIBIT B

 
 
 

EXHIBIT C

ORGANIZATIONS REPRESENTED BY QUESTIONNAIRE PARTICIPANTS

ABC Champion Community
Bank of Coweta Mortgage Loan Department
Blue Ridge Textile Manufacturing
Burke County Chamber of Commerce
Burke County Family Connection
City of Barnesville
City of Cuthbert
City of Eatonton
City of Fitzgerald
City of Flemington
City of Hartwell
City of Metter
City of Pearson
Clinch County Family Connection
Cochran-Bleckley Chamber of Commerce
Cochran-Bleckley County Family Connection
Communities in Schools of Burke County, Inc.
Community Action for Improvement
Congressman Saxby Chambliss 
Coweta County Cooperative Extension Service
CSRA Enterprise Community - Tract Worker
Department of Family and Children Services
Department of Labor
Dooly County Chamber
Dooly County Economic Development
Douglas, Georgia City Hall
Dublin-Laurens County Chamber of Commerce & Development Authority
Elbert County Development Authority (Elberton & Bowman)
Farm Service Agency
Georgia Agri-Leaders Forum Foundation Alumni
Georgia Baptist Health Care System
Georgia Department of Community Affairs
Georgia Department of Industry, Trade & Tourism
Georgia Economic Developers Association
Georgia Economic Finance Authority
Georgia Legal Services
Georgia Power
Georgia Southern University
Habersham County Extension Service
Hart County High School
Hazlehurst-Jeff Davis County Chamber of Commerce
Heard County Chamber of Commerce and Development Authority
Herrington Realty
Hicare Volunteer & Civic Leader
J. Morey and Associates Real Estate and Development
James L. Barnes Community Development Association
Jasper County Economic Development Authority
Johnson County Board of Commissioners
Lamar County Extension Service
Laurens County Regional Representative
Leadership Four County Advisory Team
Lincolnton-Lincoln County Chamber of Commerce
Lower Chattahoochee RDC
Millen/Jenkins County Chamber of Commerce and Jenkins County Development Authority
Mitchell County Economic Development
Ninth District Opportunity
Oglethorpe Power
Okeefenokee Empowerment Board
Paulding County Chamber of Commerce
Peach County Chamber of Commerce
Pine Country RC&D Council, Inc.
Pioneer Hi-Bred International Inc.
Polk County Chamber of Commerce
QUOLA for Warren County, Inc.
Randolph/Clay County Family Connection, Habitat for Humanity, School System
Re Max  Westside
Sandersville Tech
Southwest Georgia Chamber of Commerce
Southwest Georgia United Empowerment Zone
State Farm Insurance
Stephens Federal Bank
Sun-America - Mortgage Company
Swainsboro/Emanuel County Chamber of Commerce
Tattnall County Development Authority
Taylor County Development Authority
Telfair County Chamber of Commerce
Terrell County Extension Service
Terrell County School System
The Bank of Hazlehurst
Thomaston-Upson Chamber of Commerce
Tift County Board of Commissioners
Tift County Historical Society and Garden Club
Transgeorgia Company
Turner Realty
Twiggs County Family Connection
UGA Small Business Development Center
University of Georgia Official - Retiree
USDA Farm Service Agency
USDA Natural Resources Conservation Service
USDA Rural Development
Warner Robins Air Force Base
Warren County Chamber of Commerce
Washington-Wilkes Chamber of Commerce
White County Extension Service  

Please send any comments or suggestions to:   craig.scroggs@ga.usda.gov

Last Updated : March 11, 2003