This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an article published in New Directions for Student Leadership, "Moving graduate and professional education forward to develop leaders equipped to effectively address wicked problems."  The article argues for a fundamental shift in graduate and professional education to better prepare leaders for the complex and interconnected challenges of the modern era, termed "wicked problems." It contends that traditional academic models are insufficient, emphasizing the need for transformative leadership education focused on collaborative, team-based, and adaptive approaches. Key themes include the evolving purpose of graduate education, the necessity of moving beyond individualistic models to collective and "eco-leadership" frameworks, and the adoption of "Leadership-as-Practice Development" (LaPD) and "Collaborative Leadership Learning Groups" (CLLGs) as signature pedagogies. The ultimate goal is to empower graduates to address societal "wicked problems" through collaborative leadership..

Source: Kaufman, E. K., & Stedman, N. L. P. (2022). Moving graduate and professional education forward to develop leaders equipped to effectively address wicked problems. New Directions for Student Leadership, 2022(176), 9–18. https://doi.org/10.1002/yd.20526 

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an article published in the Journal of Geoscience Education, "Developing scientists as champions of diversity to transform the geosciences."  The article outlines the need for transformation in the geosciences and details professional development workshop through the National Science Foundation's (NSF) Geo Opportunities for Leadership in Diversity (GOLD) program. The core premise is that senior geoscientists can become "champions of diversity" by cultivating positive attitudes towards "the other" (allophilia) and actively implementing change within their local "communities of practice" (CoPs). Preliminary results from the inaugural GOLD Institute indicate that participants held high allophilia scores and undertook various actions—categorized as "bridges," "events," and "brokers"—to promote broadening participation in their workplaces. The study suggests that structured training can effectively activate geoscientists eager to lead positive change, emphasizing the importance of ongoing support for these champions.

Source: Quardokus Fisher, K., Kaufman, E., Calagna, O., Myles, L., Brinkworth, C., Simmons, D. R., & Dixon, P. G. (2019). Developing scientists as champions of diversity to transform the geosciences. Journal of Geoscience Education, 67(4), 459-471. https://doi.org/10.1080/10899995.2019.1618692 

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an  article published in Educational Planning, "Planning to Create a Culture of Continuous Improvement with the Department of Defense Education Activity."  The article describes a framework for establishing a culture of continuous improvement in educational settings, particularly within the Department of Defense Education Activity (DoDEA).  The framework highlights key considerations such as being purpose-driven, acknowledging change as a complex process, utilizing data-based practices, building relationships for professional collaboration, and fostering capacity building. The qualitative case study of DoDEA's efforts helps illustrate the practical application of this framework and discusses lessons learned from their ongoing implementation, including the importance of partnerships and sustained effort for long-term success.

Source:

Kaufman, E. K., Cash, C. S., Coartney, J. S., Ripley, D., Guy, T. M., Glenn, W. J., Mitra, S., & Anderson, J. C. (2019). Planning to Create a Culture of Continuous Improvement with the Department of Defense Education Activity. Educational Planning, 26(4), 5-19. https://eric.ed.gov/?id=EJ1234914 

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an  article published in The International Journal of Volunteer Administration. The article focuses on leadership development for local volunteers, presenting a case study of andragogy in practice.  It describes a seven-step process for planning and implementing professional development programs for volunteers, rooted in adult learning principles or andragogy. This approach emphasizes engaging learners throughout the process, from diagnosing needs to evaluating outcomes, and details its application in the Farm Bureau's "Strengthening the Voice" program, highlighting the mutual assessment and negotiation crucial to its design and success. The paper concludes by recommending this applied process model as a valuable guide for organizations seeking to build capacity among their volunteer leadership.

Source:

Kaufman, E. K., Carter, H. S., Rudd, R. D., & Moore, D. M. (2009). Leadership development for local volunteers: a case study of andragogy in practice. The International Journal of VOlunteer Administration, 24(3), 21-30. https://www.ijova.org/docs/Kaufman.pdf 

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an  article published in the Journal of Contemporary Water Research & Education on "Understanding the Nature of Eco‐Leadership: A Mixed Methods Study of Leadership in Community Organizations" (https://doi.org/10.1111/j.1936-704X.2019.03310.x). This research article investigates the concept of eco-leadership within community-based organizations in Virginia's New River Valley, exploring its nature and relationship with group dynamics. The study employs a mixed methods approach, combining surveys and focus groups to understand leadership styles, group cohesion, and community project involvement. Findings suggest that eco-leadership characteristics are present in these groups and appear to be associated with group cohesion. Furthermore, elements of transformational leadership correlate with the extent of community project engagement, highlighting the complex interplay of leadership approaches in local organizations. The research underscores the value of using mixed methods for gaining a deeper understanding of leadership in community settings.

Source: 

Kaufman, E. K., Kennedy, R. E., & Cletzer, D. A. (2019). Understanding the nature of eco‐leadership: A mixed methods study of leadership in community organizations. Journal of Contemporary Water Research & Education, 167(1), 33-49. https://doi.org/10.1111/j.1936-704X.2019.03310.x

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an  article published in the Journal of Leadership Studies on "How Team Members' Transformational Leadership and Effective Followership Work During Team Interactions" (https://doi.org/10.1002/jls.21813). The article employs a mixed-methods approach to investigate the interplay between team members' transformational leadership, effective followership, and teamwork quality. The study's findings suggest a positive correlation between team members exhibiting transformational leadership and higher teamwork quality. Qualitative analysis further distinguishes between shared transformational leadership, linked with proactive followership and better teamwork outcomes like synergy and conflict resolution, and centralized transformational leadership, associated with passive followership and poorer teamwork characterized by social loafing and polarization. Ultimately, the research emphasizes the significance of distributed leadership and proactive followership among team members for fostering effective teamwork.

Source: 

Alegbeleye, I. D., & Kaufman, E. K. (2022). How team members' transformational leadership and effective followership work during team interactions. Journal of Leadership Studies, 16(2), 4-22. https://doi.org/10.1002/jls.21813

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview (i.e., "deep dive" discussion) of an  article published in the Journal of Human Sciences and Extension on "Extension’s Response to the Change in Public Value: Considerations for Ensuring Financial Security for the Cooperative Extension System" (https://doi.org/10.54718/BWRZ4634). The article explores the financial challenges facing the Cooperative Extension System due to shifts in public funding and the increasing influence of neoliberalism. Elliott-Engel and colleagues examine how administrators perceive these challenges and the resulting need to demonstrate public value and return on investment to stakeholders. Strategies for securing funding, such as emphasizing evaluation, grants, and fees for service, are discussed alongside the importance of stakeholder relationships and effective communication. Ultimately, the paper highlights the adaptive leadership required to navigate this changing landscape and ensure the financial security of Extension.

Source: 

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is a Google Notebook LM Audio Overview of "How do we talk about followership? Uncovering followership discourse(s) through World Café," (https://doi.org/10.1108/JMD-08-2024-0262) an article published in the Journal of Management Development. Drawing upon World Café conversations at professional conferences, Kaufman and Oyedare explore how followership is discussed and understood. The study uncovered three primary followership discourses: Maintaining, Reframing, and Transforming. Ultimately, the research advocates for further independent study of followership to enhance its theoretical foundation and practical application. 

Source: Kaufman, E. K., & Oyedare, I. (2025). How do we talk about followership? Uncovering followership discourse(s) through World Café. Journal of Management Development. https://doi.org/10.1108/JMD-08-2024-0262 

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.

This is the Google Notebook LM Audio Overview of "Advancing Adaptive Leadership Through Adaption-Innovation Theory: Enhancements to the Holding Environment," an article published in the Journal of Leadership Studies. Acknowledging limited empirical support for adaptive leadership, Seibel and colleagues connect adaptive leadership with Kirton's Adaption-Innovation (A-I) theory, which posits that individuals have preferred problem-solving styles ranging from adaptive to innovative. The paper explores how a leader's A-I style influences the "holding environment" in adaptive leadership, particularly in fostering a "productive zone of disequilibrium." Notably, integrating A-I theory can enhance the practical application of adaptive leadership by better understanding and leveraging cognitive diversity in problem-solving and change initiatives.

Source: Seibel, M., Kaufman, E. K., Cletzer, D. A., & Elliott‐Engel, J. (2023). Advancing adaptive leadership through adaption-innovation theory: Enhancements to the holding environment. Journal of Leadership Studies, 17(1), 23-29. https://doi.org/10.1002/jls.21841

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies. A specific example is the mention that Dr. Kirton is still alive, even though he passed in 2020.

Note: Google Notebook LM Audio Overviews (including the voices) are AI-generated, so there might be inaccuracies.