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Innovative Idea Poster The Self-Identification of Opinion Leaders in an Agricultural Leadership Program Adam Boudreaux, Graduate Assistant [email protected] Avery Culbertson, Graduate Assistant [email protected] Dr. Hannah Carter, Assistant Professor [email protected] Dr. Alexa Lamm, Assistant Professor [email protected] University of Florida PO Box 110540 Gainesville, FL 32611-0540 Telephone: (352) 273-2567 Introduction / Need for Innovation Opinion leaders use their influence and knowledge of specific topics to sway the opinion of others (Rogers, 2003). However, the opinion leader’s confidence in the information source, and resulting willingness to repeat information, can be influenced by their risk aversion tendency (Windham, 2009). Arndt and Largen (1972) indicated that there are strong relationships between risk perception and information-seeking behavior. Opinion leaders seek information naturally, but the source of the information might influence the likelihood that the information will be shared (Windham, 2009). Page, Shapiro, and Dempsey‘s (1987) study noted “news from different sources tends to have effects of different magnitudes and sometimes different directions” on individuals” (p. 31). Extending this to risk aversion and opinion leaders, the source creditability can influence if the information is worthy of the risk to the leader to disseminate information. Individuals selected to be part of an agricultural leadership program are recognized as leaders within their industry, and therefore, are opinion leaders as indicated by their participation. When selected, these individuals may not be aware that they are already opinion leaders for their business, community, and/or industry. Additionally, these individuals need to recognize their tendency to disseminate information based on their personal risk aversion. Opinion Leadership Berlo, Lemert, and Mertz (1970) stated that “an individual’s acceptance of information and ideas is based in part on who said it” (p. 563). Individuals can influence others frequent attitudes or behaviors through opinion leadership to achieve desired objectives (Rogers, 2003). When making decisions, opinion leaders influence important determinants of an individual’s behavior, thereby influencing opinion formation (Bearden, Netemeyer, & Teel, 1989). Valente and Pumpuang (2007) defined opinion leaders as “people who influence the opinions, attitudes, beliefs, motivations and behaviors of others” (p. 881). Characteristics of opinion leaders include knowledge and involvement in activities related to their area or industry and willingness to stay informed about new issues (Corey, 1971). Through social capital, opinion leaders can shape individuals’ reactions to social issues (Scheufele & Shah, 2000, p. 109). This type of leadership is not found in positional power but is earned through competence, social accessibility and understanding of the system (Rogers, 2003). Risk Aversion An individual’s perceived risk attitude is defined as “the willingness to trade off units of perceived risks for perceived return” (Blais & Weber, 2006, p. 34). According to Blais & Weber (2006) “people differ in the way they resolve decisions involving risk and uncertainty, and these differences are often described as differences in risk attitude” (p. 33). Studies have indicated that risk taking and aversion to various issues can be perceived differently by different individuals. One individual can rate separate issues or situations as higher risk than other issues based on the individual’s familiarity and control of the subject at hand (Blais & Weber, 2006). Agricultural Leadership Programs In agricultural leadership programs, adult leaders are challenged with issues facing their industries and the opportunity to prepare themselves for leadership roles in their industry and community (Diem & Nikola, 2005). Through these programs, participants increase understanding of the economic, political, and social issues (Miller, 1976).Programs that have been established in 39 states, provinces, and countries (Lindquist, 2012) and use a variety of teaching methods (Strickland & Carter, 2007). The agricultural leadership program used in this study aids in the development of agricultural and natural resource leaders in [state]. The program prepares individuals to assume leadership roles in their organizations, industries and communities and to develop networks across the state and its industries ([Leadership Program], 2011). Innovation Through the use of the risk aversion and opinion leadership scale (RAOLS), which is based on the Domain Specific Risk Taking Scale (Blais & Weber, 2006), adult learners in the leadership program are able to self- identify their opinion leadership ability and risk aversion tendencies early in the program, allowing for maximum development of their leadership ability. Since assessing the effectiveness of adult educational programs to encourage positive community change is part of the National Research Agenda for Agricultural Education 2011-2015 (Doerfort, 2011), a study of agricultural leaders being aware they can influence the opinions of others can provide valuable data, a description of the needs of program participants, and a direction for future research. How it works/ Methodology/ Program Phases/ Steps The RAOLS is an assessment distributed during the first seminar of an agricultural leadership class using Qualtrics Survey Software. The purpose is to examine adult leader’s attitudes and perceptions of [state] agriculture and natural resource issues. Questions within the RAOLS are content specific. Prior to the first seminar, participants identify the issues they feel are important to the states agriculture and natural resource industries. The issues are then incorporated into the RAOLS. The first seminar should also include an introduction to the concept of opinion leadership. Results to date/ Implications Recently, an agricultural leadership program in a southern state piloted the RAOLS. Prior to taking the RAOLS, participants had been introduced to the concept of opinion leadership and had been asked what issues they felt were important to the state’s agricultural and natural resource industries. The three issues identified beforehand were “water,” “government regulation,” and “immigration.” Under each issue heading, the RAOLS asked questions pertaining to how much information the participant provides when talking about a specific issue, the likelihood of discussing the issue, levels of optimism in certain situations, political involvement, and propensity to take risks. Future Plans/Advice to others Future plans include administering the scale to future agricultural leadership classes. The intention is to increase optimism, or decrease aversion to risk taking, thereby increasing the probability that new leaders will share information on those subjects. This would allow adaptionation of programming to ensure participants are providing leadership on these issues. By becoming confident opinion leaders, participants can influence the opinions, attitudes, and motivations of others within their industries (Valente & Pumpuang, 2007). References Arndt, J. & Largen, R. G. (1972). Interfamilial homogeneity for perceived risk and opinion leadership. Journal of Advertising, 1(1), 40-47. Bearden, W. O., Netemeyer, R. G., & Teel, J. E. (1989). Measurement of consumer susceptibility to interpersonal influence. Journal of Consumer Research, 15(3), 473-481. Berlo, D. K., Lemert, J. B., & Mertz, R. J. (1970). Dimensions for evaluating the acceptability of message sources. The Public Opinion Quarterly, 33(4), 563-576. Blais, A. R. & Weber, E. U. (2006). A Domain-Specific Risk-Taking (DOSPERT) Scale for Adult Populations. Judgment and Decision Making, 1(1), 33-47. Corey, L. G. (1971). People who claim to be opinion leaders: Identifying their characteristics by self-report. Journal of Marketing, 35(4), 48-53. Diem, K. G., & Nikola, M. P., (2005). Evaluating the impact of a community agricultural leadership development program. Journal of Extension, 43(6). Retrieved from http://www.joe.org Doerfert, D. L. (Ed.) (2011). National research agenda: American Association for Agricultural Education’s research priority areas for 2011-2015. Lubbock, TX: Texas Tech University, Department of Agricultural Education and Communications. Lindquist, J. (2010). Kansas Agricultural and Rural Leadership Program. Retrieved from www.iapal.net [LEADERSHIP PROGRAM] (n.d.). Class [Number] Directory. [Location of University]: [University] Miller, H. L. (Ed.) (1976). The Kellogg Farmers Study Program: an experience in rural leadership development. Battle Creek, MI: W.K. Kellogg Foundation Rogers, E. M. (2003). Diffusion of innovations (5th ed.). New York, NY: Free Press Scheufele, D. A., & Shah, D. V. (2000). Personality strength and social capital: The role of dispositional and informational variables in the production of civic participation. Communication Research, 27(2), 107-131. Strickland, L. R., & Carter, H. S. (2007). [Survey of International Programs for Agricultural Leadership]. Unpublished raw data. Valente, T. W. & Pumpuang, P. (2007). Identifying opinion leaders to promote behavior change. Health Education and Behavior, 34(6), 881-896. Weber, E. U., Blais, A. R., & Betz, N. E. (2002). A domain-specific risk-attitude scale: Measuring risk perceptions and risk behaviors. Journal of Behavorial Decision Making, 15, 263-290. Windham, C. C. (2009). The impact of organizational source credibility and the factors that contribute to opinion leaders’ decisions to diffuse information (Master’s Thesis). Retrieved from University of Library Catalog. (http://purl.fcla.edu/fcla/etd/UFE0024503).