1.1 Background of Leadership
Back in the 1930's social scientists began to examine leadership. Through these studies, it was determined that leadership is something people do, and therefore the premise was developed that it is possibly something that people can learn to do.
One of the more famous studies identified leadership in three areas: (1) laissez-faire, (2) authoritarian, and (3) democratic. These studies reinforced the notion that over a long period the most productive groups were those identified with the democratic style of leadership. That is, the people had a part in the decision-making and in the development of a project, and the group was strengthened through this process. Back in the 1960's the armed forces of the United States became concerned about the quality of leadership among noncommissioned officers. Experiments were carried out in noncommissioned officer schools at Fort Hood in California. Several Scouters from the Monterey Bay Area Council learned of this program and designed a junior leadership training experience using some of the competencies or skills of leadership identified in this Army training, and it was known as the "White Stag" program. By the mid-1960's a "blueprint for action" had been developed and approved through the Research Service to continue experimentation in the leadership development concept for adult and boy leaders. The first experience was conducted at the Schiff Scout Reservation in June 1967, using the Wood Badge as a vehicle to transmit this information and concept to participants selected from nine councils across the country.
This first experience, although very crude, produced enthusiastic participants, and it was not long before five of these councils were selected to conduct experimental Wood Badge sessions using a careful monitoring and evaluating plan to develop further input into this leadership development concept. By 1969 it was determined to expand leadership development to junior leader training in these five local councils. It proved to be successful, but the experimentation did not stop here. The Rockefeller Brothers Fund was approached to underwrite continued experimentation and evaluation at the two national junior leader instructor training areas located at the Philmont Scout Ranch in New Mexico and the Schiff Scout Reservation in New Jersey.
In 1971 more than 800 young men aged 13-17 experienced the leadership development idea at Philmont. This was evaluated by volunteers during a five-day conference held at the Rayado site on the Philmont Ranch. The unanimous decision of this group was to move ahead with leadership development.
In the summer of 1972 the people associated with the Rockefeller Foundation requested that this program be evaluated by an outside source; hence the Management Analysis Center of Cambridge, Mass., was contracted to make an independent analysis of this experience by interviewing participants, staff members, and parents to determine Scouts' attitudes toward understanding the different aspects of leadership before and after they had completed this program. In their report, the Management Analysis Center indicated that the educational methods being used in leadership development are consistent with both the current state of knowledge concerning the conditions under which people learn most effectively and within the current practice in the best leadership development programs available to managers in both public and private organizations.
1.2 Definitions and Sources of Information
It seems as though everyone has something to say about leadership - even if what they are saying is based on misunderstanding and misconception. Sometimes we accept ideas as facts and let them rule our behaviors without taking the time to really think about them. Therefore, when we hear people saying this or that...