A survey of attitudes of agricultural society leaders toward leadership development education

It was the purpose of this study to investigate attitudes toward leadership development education of one client group served by the ontario Ministry of Agriculture and Food. The survey, answered by 175 participants, attempted to answer the following questions: (a) What is a common definition of leadership?, (b) What leadership concepts are important to leadership development education? and, (c) What are client attitudes toward leadership development education? A descriptive research approach was used and the data were analyzed according to a model developed by Colaizzi. Concept maps were developed under the broad areas of: (a) Developing leader qualities; (b) Past experiences that developed leadership skills that worked on the jOb; (c) Leadership skills developed from present day positions; and (d) How leadership skills may be developed in future situations. A description of the dynamics of leadership development was written and the essential dynamics of leadership skill development in one volunteer organization was described. This study supports the linkages perspective of leadership within voluntary organizations developed by Vandenberg, Thullen and Fear (1987). The linkages perspective consists of three major components: perception, property and process. As a perception, leadership is the set of beliefs each group member holds regarding the behaviours and qualities characteristic of effective leaders. As a property, leadership represents the qualities attributed by group members to persons perceived as effectively (or potentially) influencing the goal achievement process. As a process, leadership involves the use of non-coercive influence to facilitate group accomplishment of valued goals. Leadership concepts important for development in a leadership development education program related to personal, organizational and societal development. The top five concepts in terms of rank order are communicating effectively, forming and working with groups, working creatively (tie), developing followers, managing meetings, directing projects or activities, understanding financial matters, managing negotiations (tie), developing resources and understanding and developing oneself (tie). Several recommendations are relevant for extension personnel as educators. Theoretical concepts on leadership need to be shared to extension practitioners involved in leadership development. currently used teaching materials for leadership development should be evaluated to see if they include concepts from preferrred theoretical leadership perceptions.

Anne Taylor Fonds

Anne Taylor was active in the St. Catharines arts community. She is married to Dr. Robert R. Taylor, a retired Brock University history professor. The fonds reflects her involvement in various local heritage and arts organizations. Heritage St. Catharines was active in raising public awareness of the value of heritage properties such as the May-Clark-Seiler house and the Port Dalhousie carousel. Anne Taylor currently resides in British Columbia.

Florence P. Dolmage estate papers, 1878, 1945-1946

In 1852 Robert Dolmage (ca. 1821-1889) a merchant of Palermo, Halton County, Ontario married Frances Palmer of Toronto. Together they had four daughters: Carrie, Fanny, Laura and Florence. The family resided in Halton County until they moved to Grimsby, Ont. after 1871 and before 1881. Robert Dolmage died in 1889 and his wife, Frances died in 1904. After Robert’s death the family continued to reside in the family home on Main Street in Grimsby, Ont. and the business interests were looked after by Claude A. Boden. Mr. Boden became one of the prime beneficiaries of Florence Palmer Dolmage’s estate after her death in 1945. Florence Dolmage was buried in Queen’s Lawn Cemetery on July 7, 1945. As she was the last remaining member of this family her estate was dispersed to extended family members as well as charitable organizations. At this time, no information is known about the connection between the Dolmage and Sillett families.

Moving from values inaction to values-in-action : an exploration of how values can be managed intentionally by national sports organizations

The study examined the intentional use of National Sport Organizations' (NSOs) stated values. Positive Organizational Scholarship (POS) was applied to an Appreciative Inquiry (AI) approach of interviewing NSO senior leaders. One intention of this research was to foster a connection between academia and practitioners, and in so doing highlight the gap between values inaction and values-in-action. Data were collected from nine NSOs through multiple-case studies analysis of interview transcripts, websites, and constitutional statements. Results indicated that while the NSOs operated from a Management by Objectives (MBO) approach they were interested in exploring how Management by Values (MBV) might improve their organization's performance. Eleven themes from the case studies analysis contributed to the development of a framework. The 4-1 framework described how an NSO can progress through different stages by becoming more intentional in how they use their values. Another finding included deepening our understanding of how values are experienced within the NSO and then transferred across the entire sport. Participants also spoke about the tension that arises among their NSO' s values as well as the dominant values held by funding agents. This clash of values needs to be addressed before the tension escalates. Finally, participants expressed a desire to learn more about how values can be used more intentionally to further their organization's purpose. As such, strategies for intentionally leveraging values are also suggested. Further research should explore how helpful the 4-1 framework can be to NSOs leaders who are in the process of identifying or renewing their organization's values.

Managing Volunteers in Canadian Community Sport Organizations

This study examined the use of human resource management (HRM) practices with volunteers in Canadian Community Sport Organizations (CSOs). Using the Volunteer Management Inventory (VMI; Cuskelly, Taylor, Hoye & Darcy, 2006), 219 leaders of associations in basketball, curling, ice hockey, skating, skiing, swimming, and volleyball participated in this study and identified current trends in HRM practices and perceived issues in the retention of volunteers. Data collected was analyzed using mean and descriptive statistics, T-tests, ANOVAs, and regression analyses. Results indicate that there is a varying use of HRM practices amongst the organizations, and also a significant correlation between the use of HRM practices and the retention of volunteers, particularly board members. Implications and future research directions are discussed regarding how HRM practices and principles may be applied to CSOs.

The Development of a Survey to Assess the Type of Capacity within Nonprofit Sport Organizations

The topic of organizational capacity and organizational capacity-building has gained importance among Canadian nonprofit sport organizations. This is illustrated by practitioners calling for increased attention to the capacity-building matters of nonprofit organizations, and two critical Canadian federal government documents outlining strategic direction for the nonprofit sport sector. Consequently, the purpose of this quantitative research study was to develop a valid and reliable survey to categorize nonprofit sport organizations into capacity types identified by Stevens (Stevens, 2006). This quantitative research study offers a preliminary development towards achieving a reliable and valid tool for assessing types of nonprofit sport organizational capacity. This research provides interesting insight into what capacity means by organizing the all-encompassing literature into an easy to understand framework. In addition, it sets the stage for future researchers to build upon this survey development process to achieve a reliable and valid capacity measuring tool.

Intellectual property rights and the campaign for access to essential medicines : the advocacy role assumed by Médecins Sans Frontières

Non-governmental organizations and transnational networks have been increasingly successful a t gaining influence within issue areas traditionally controlled by the state. In many instances, non-state actors have been instrumental in forcing issues onto the global agenda, have aided in the development or transformation of global regimes, and have participated in securing state compliance for the adoption of new international norms. This paper argues that, consistent with social constructivist theory, ideas are important in influencing state preferences and change may be possible when certain factors are present. I f non-state actors can influence states, it is meaningful to understand how this happens. This paper focuses on a campaign led by Medecins Sans Frontieres that began in the late 1990s to acquire affordable medicines for patients in developing states that could not afford patented drugs. The campaign reached a measure of success in that member states of the World Trade Organization re-negotiated contested terms and meanings within the trade agreement for intellectual property rights and allowed concessions that would benefit lower income states. What factors contributed to the success of the campaign? And what were the most important factors - the issue, the actors or the mechanisms used?

Letter from George Cran regarding a Christian mission in India, 1803.

George Cran was the son of a farmer in the parish of Forgue in Aberdeen Shire, Scotland. He became a member of the church at Huntley, Scotland where his devotion to God inspired him to become a Sunday school teacher. He subsequently became a member of the London Missionary Society. In 1801 he was sent to study at the seminary in Gosport, England where he spent two to three years. His desire was to preach Christ to the “heathens”. Messrs. Ringeltaube, Des Granges and Cran were designated to work in India. No ships for the East India Company would grant passage to missionaries due to the open hostility of the government therefore they set sail from Copenhagen on April 20, 1804 and reached Tranquebar on December 5th, 1805. Cran and Des Granges were designated to supervise the churches in Tinnevelly and they were to begin a mission among the northern Circars. This would have meant that they would have to work in two different places which would have separated them by over 500 miles. The society didn’t seem to be aware of the vast hindrances that the missionaries had to face. Cran and Des Granges decided instead to work in Vizagapatam where they were welcomed by many of the European residents. They conducted English services for which they were paid a monthly salary by the governor. They also conducted services for the natives and opened a school for native children. By November of 1806 a mission house had been built and a “charity” school for Eurasian children was opened. Cran and Des Granges were also diligently studying the native language and they began to translate the Bible into Telugu (spoken by the Hindus who live along the lower basins of the Kistna and Godaveri Rivers). In November of 1808 Cran was almost killed by a fever which left him severely weakened. He was only partially recovered, but accepted an invitation by the general who commanded the local district to accompany him on a journey around the province. The journey proved to be too much for Cran and he died on January 6th, 1809. He is buried at Chicacole, India. He is remembered for his successful work at Vizagapatam and his translation of the Bible. The fact that it was 27 years after the arrival of Cran before a single native was converted attests to the fact that this was a very difficult undertaking. The London Missionary Society was formed in 1795 in England by evangelical Anglicans and nonconformists. It is a non-denominational society and now forms part of the Council for World Mission. with information from The Voice of God to the Churches a Sermon on the Death of George Cran, Augustus Des Granges and Jonathan Brain by David Bogue and The History of the London Missionary Society 1795-1895 by Richard Lovett

Niagara Falls Bridge Commission Scrapbooks, 1941-1948, 1953-1963, 1965-1974

The Niagara Falls Bridge Commission was created by a joint resolution of the 1938 U.S. Congressional Third Session. The Extra Provincial Corporations Act of Ontario, Canada licenses the Niagara Falls Bridge Commission. Canada and the United States are equally represented on the Commission by an 8 member Board of Commissioners. Canadian commissioners are appointed by the Premier of Ontario. The three Niagara bridges are the Whirlpool Bridge, the Lewiston-Queenston Bridge and the Rainbow Bridge. Source:http://niagarafallsbridges.com/index.php3

Niagara Falls Bridge Commission Scrapbook and Clippings, 1948, 1950, 1954-1960

he Niagara Falls Bridge Commission was created by a joint resolution of the 1938 U.S. Congressional Third Session. The Extra Provincial Corporations Act of Ontario, Canada licenses the Niagara Falls Bridge Commission. Canada and the United States are equally represented on the Commission by an 8 member Board of Commissioners. Canadian commissioners are appointed by the Premier of Ontario. The three Niagara bridges are the Whirlpool Bridge, the Lewiston-Queenston Bridge and the Rainbow Bridge.

Sport for Development Organizations: An Analysis of Stakeholder Dynamics

Sport for Development (SFD) uses the power of sport to support international development initiatives that affect social change and empower under-resourced communities (Levermore, 2008a). Currently, there are more than 1,000 SFD organizations globally (Doyle, Payne, & Wolff, 2011) working to enact change and development initiatives in the least developed regions of the world. Stakeholders are key components of the long-term sustainability, development, and success of these SFD organizations. The purpose of this research is to examine the relationships between SFD organizations and their stakeholders through the lens of social responsibility (SR). Through the analysis of interviews conducted with SFD leaders and their stakeholders, this research offers a modified version of Carroll’s (1979) four categories of SR. This modified version addresses the differences that exist with SFD stakeholder relationships from the perspectives of the organizations and their stakeholders. Further, broader implications will be discussed in terms of compatibility and long-term sustainability.

A Comparative Analysis of Community-Based Service Providers for "Extreme" Case ASD: Exploring Activity Program Options

The purpose of my research was to examine how community-based organizations in the Niagara region provide programs for children with Autism Spectrum Disorder (ASD), who are considered to represent “extreme” or “severe” cases. A qualitative, comparative case study was conducted that focused on three organizations who provide summer recreation and activity programs, in order to examine the issues these organizations face when determining program structure and staff training; and to understand what the threshold for physical activity is in this type of setting, and how the unique needs surrounding these “severe” cases are met while attending the program. Purposeful sampling was employed to select a supervisor and senior staff member from each organization to discuss the training process, program development and implementation, and the resources and strategies used within their organization’s community-based program. A confirming comparative analysis was comparative analysis of a parents survey with six mothers whose children are considered “severe” indicated that camp staffs’ expectations are unrealistic where as the parents and supervisors have more realistic expectations within the “real world” of camp. There is no definition of “severe” or “extreme” and therefore severity is dependent upon the context.

Letter addressed by Benjamin Bates (bearer of the memorial) to a Member of the Legislature, ca. 1812.

Benjamin Bates was a member of the Religious Society of Friends, and served as Clerk of the Society at the time that the Memorial and Petition was written.