Leadership effectiveness of county extension directors: A comparison of perceptions between county extension agents and county extension directors within the North Carolina Agricultural Extension Service

The purpose of the study was to compare extension agent perceptions of the leadership effectiveness of their County Extension Director (CED) to self-perceptions made by the CED in order to determine the effects certain variables have on CED leadership. Findings: No significant differences were found in the perceptions of CED leadership effectiveness were perceived by county extension agents and their directors within the North Carolina Extension Service. CEDs having attended the Extension Executive Development Institute had leadership effectiveness equal to CEDs who had not attended, individuals who had held a CED position for 10 years or less had leadership effectiveness ratings equal to those who had held a CED position from 11 to 31 years. CEDs who held 4-H, home economics or community and rural development agent positions before becoming a CED had leadership effectiveness equal to those CEDS who held agricultural positions before becoming a CED, CEDs located in counties where staff members exhibited low levels of teamwork had leadership effectiveness ratings lower than CEDs located in counties where staff members exhibited high levels of teamwork. There was no difference in CED leadership effectiveness ratings due to the level of staff performance.