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Howe, Linda Marek

College of Education and Social Services

2005

Ed. D.

The Land Grant College system provides outreach to citizens of each state through a non-credit education program led by Extension faculty or staff responsible for outreach education. They are housed in predominantly county-based offices and supervised by a County or Regional Chair, County Coordinator, or Program Chair. Supervision can be a challenge since the Chair or Coordinator does not necessarily work directly with the Extension faculty or staff member. Instead, regular written reports are prepared by the field faculty and staff and submitted to their supervisor to assure progress in their annual plan of work. This type of supervisory system which focuses on paperwork and reporting may have led to an organization that lacks effective mentoring or coaching. This quantitative research study sought to answer the following questions: 1) In what ways are Extension County or Regional Chairs able to mentor or coach Extension field faculty or staff? 2) What mechanisms exist within the organization for mentoring or coaching faculty? 3) Have these mechanisms been effective in working in a supportive manner with adults? 4) What training has Extension County or Regional Chairs received in order to effectively supervise Extension field faculty or staff? 5) What organizational changes might be needed to bring about effective mentoring or coaching to help Extension faculty or staff with continued adult development and organizational change? The research design involved an on-line survey of all Northeast Region County or Regional Chairs, County Coordinators, and others that supervise Extension field faculty or staff. The survey was created using Perseus Survey Solutions software. Survey responses were received from 97 individuals out of a possible 160 (61 %).
Results of the study indicated that 64% of the Extension administrators surveyed mentor their faculty or staff. Of those who mentor, 90% use some form of personal interaction, such as meetings or conversations. An open door policy was most commonly used, with 52% utilizing this method to mentor. Fifty percent utilized planning meetings or team meetings to help bring about adult development. When asked to select effective mechanisms of mentoring, 60% selected one-on-one mentoring between themselves and employees. Forty-five percent of responses indicated that workshops, trainings, and seminars were effective methods for mentoring. The survey results indicated that most Extension administrators have no formal education in management, administration, or leadership. Thus, the study concludes with suggestions for achieving better solutions for mentoring Extension staff and faculty, particularly when the supervisor has no formal training in the area of leadership or mentorship.