Volume
44
Issue
2
Abstract
Extension's role in leading change in communities must shift from traditional notions of leadership to one of catalytic leadership. The expertise, programming-driven leadership model of Extension's past must be replaced with one of activating and convening stakeholders and facilitating problem-solving processes that address public issues collaboratively. This article introduces the basic skills of catalytic leadership, offers two illustrative examples from Extension in Iowa, and connects this leadership model with Public Issues Education. It concludes with some suggestions for how Extension units can move toward the catalytic model.
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License.
Recommended Citation
Morse, R. S., Brown, P. W., & Warning, J. E. (2006). Catalytic Leadership: Reconsidering the Nature of Extension's Leadership Role. The Journal of Extension, 44(2), Article 11. https://tigerprints.clemson.edu/joe/vol44/iss2/11
