Bibliography -- Leadership

1. Bolton, E. B. (1991). Developing local leaders: Results of a structured learning experience. The Community Development Society, 22(1), 119-143. Center for Creative Leadership
2. Chapin, F. S. (1937). Social participation scale . Minneapolis: University of Minnesota Press.
3. Chapin, F. S. (1939). Social participation and social intelligence. American Social Review, 4, 157-166.
4. Chapin, F. S. (1947). Experimental designs in social research . New York: Harper and Bros.
5. Daugherty, R. A. & Williams, S. E. (1997). The long-term impacts of leadership development: An assessment of a statewide program. Journal of Leadership Studies,4(2), 101-115.
6. Deavers, K. (1992). What is rural? Policy Studies Journal, 2(2), 184-189.
7. Heasley, D. K. (1986). Directory of statewide rural and agricultural leadership programs . University Park: The Pennsylvania State University.
8. Howell, R. E., Weir, I. L., & Cook, A. K. (1979). Public affairs leadership development: An impact assessment of programs conducted in California, Michigan, Montana, and Pennsylvania . Pullman, WA: Washington State University, Department of Rural Sociology. International Leadership Association The John Ben Shepperd Public Leadership Institute The W. K. Kellogg Collection of Rural Community Development Resources Leadership Oklahoma.
9. Lee-Cooper, K. J. (1994). Follow-up study of graduates' perceptions of the Oklahoma Agricultural Leadership Program. Unpublished Doctoral dissertation, Oklahoma State University, Stillwater. McGregor Burns Academy of Leadership National Clearinghouse for Leadership Programs
10. Northouse, P. G. (2001). Leadership: Theory and practice ( 2 ed.). Thousand Oaks, CA: Sage Publications. Ohio State University. OSU Leadership Center
11. Olson, L. (1992). Washington Agriculture and Forestry Education Foundation's impact on transformational and transactional leadership styles of participants, executive summary . Fargo, N.D.: North Dakota State University.
12. Rosenbach, W. E., & Taylor, R. L. (Eds.). (1998). Contemporary issues in leadership (4 ed.). Bolder, CO: Westview Press. University of Georgia. JW Fanning Institute for Leadership
13. Whent, L. S., & Leising, J. G. (1992). A twenty-year evaluation of the California agricultural leadership program. Journal of Agricultural Education, 33, 32-39.

Links

1. The Community Leadership Association
   The Community Leadership Association is a non-profit organization dedicated to nurturing leadership in communities throughout the United States and internationally. Web site information includes information about the organization, professional development opportunities, awards, publications, conferences, directories and membership information
   
   
2. LeadershipPlenty
   LeadershipPlenty is a project of the Pew Partnership for Civic Change. This project includes a 9-module curriculum for leadership development programs for older youths and adults. The PPCC and its partners sponsor three-day workshops around the county to certify people as LeadershipPlenty facilitators.
   
   
3. Leadership Oklahoma
   Leadership Oklahoma is a dynamic network of leaders whose increased awareness and commitment to service energizes Oklahomans to shape Oklahoma's future. The web site includes information on the organization, current class, graduates and community leadership resources
   
   
4. Palmetto Leadership
   Palmetto Leadership is designed to build capacity in South Carolina communities through local leadership development. The website includes information about the program including accomplishments, program graduates, curriculum outline, guidelines for planning, brochure, youth leadership and inner-city neighborhood programs
   
   
5. Greenleaf Center for Servant Leadership
    The Greenleaf Center is an international, not-for-profit institution headquartered in Indianapolis, Indiana. Its goal is to help people understand the principles and practices of servant-leadership. Servant-Leadership is a practical philosophy which supports people who choose to  serve first, and then lead as a way of expanding service to individuals and institutions. Servant-leaders may or may not hold formal leadership positions. Servant-leadership encourages collaboration, trust, foresight, listening, and ethical use of power and empowerment.