inadequacies in leadership skills of their members and are involved in the development

and implementation of leadership development programs. These leadership programs

often offer ways to improve and develop the leadership capabilities of individuals

(Sogunro, 1997).

 A focus group consisting of county Farm Bureau presidents agreed that training

for county board members should be improved, with one participant going on to state that

it is "the very weakest link" in his county Farm Bureau's program. The group concluded

that county Farm Bureaus would benefit from training by the FFBF staff (Florida Farm

Bureau Public Relations Division [FFBPRD], 1998). Findings from a study of those who

went through a leadership development program found that those who participated felt

more confident about promoting causes, were able to motivate others better, made more

informed decisions on public issues, were better able to work with people and lead a

group, and deal with local leaders better (Rohs & Langone, 1993). If the FFBF staff were

to offer such a leadership-training program, it would be expected that participants would

have similar experiences and results.

 Background of the Study

 Leadership is not an innate characteristic; it can be developed through formal and

informal training (Bolton, 1991). Leaders are made, not born. Most people have within

them the basic skills and abilities to assume leadership positions, and one strategy for

local capacity building is to promote the emergence of such individuals. An integral

component to the efforts to expand the pool of local leadership is the focus on

augmenting leadership skills. An understanding of the leadership process and an