The purpose of this qualitative study was to explore and describe the beliefs, actions and reflections of several Extension administrative leaders in four states who have provided leadership during recent organizational change and transition. The study also described how leaders make decisions, communicate, manage resources and build relationships during times of organizational transition.
Personal interviews, focus group interviews, a biographical data/reflection questionnaire and member check were used to provide in-depth, detailed rich data based on individuals' perspectives and experiences. The in-depth case study research design was chosen for this study involving 57 Extension leaders from four states. This postpositivist inquiry was based on an inductive reasoning process where data emerged throughout the process.
Four directors, four associate directors, fifteen assistant directors/program leaders, twenty-three district/area/regional directors and eleven human resource development professionals participated in the study. Leaders had spent, on the average, 6.3 years in their current leadership position. Leaders in this study had provided leadership during substantial organizational changes including downsizing, restructuring, changes in university administration, transforming administrative philosophy, financial constraints, strengthening communications technology, increased need for accountability and shifting away from traditional program areas.
Themes that emerged from the study include: 1) forces driving change; 2) crisis presenting opportunities for change; 3) creating and communicating shared vision; 4) importance of trust; 5) nature of resistance; 6) effect of outsiders on the leadership team; 7) perception of hidden agendas and expert plans; 8) shifting to more inclusive decision making; 9) role of human resource professionals; 10) moving away from paternalistic perspectives; 11) recognizing momentum of change itself; 12) redesigning organizational processes to fit the change; 13) challenge of change on campus; 14) passion and commitment for change; 15) stresses and personal cost; 16) relationships and connections; 17) careers at risk; 18) value of reflection; 19) personal transformation fostering organizational transformation; 20) strategies for change; and 21) ways to prepare individuals for future leadership.