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One method to develop leaders is through leadership development programs designed specifically for an intended context. The International Leadership Association (ILA) provides questions for designing programs such programs. This article reflects data collected during the process of developing a leadership program serving the broader agricultural community in Virginia. The International Association of Programs for Agricultural Leadership (IAPAL) reports that programs for leadership development in agricultural contexts typically include 12 seminars over two years, with less than one-third of the seminars agriculturally related. The profile includes sources of financial support and allocation of administrative duties. A survey of agricultural leaders reveals a strong desire for such programming. The stakeholders sought a program including emerging and experienced leaders with travel for on-site experiential learning. The findings have implications for the state and broad leadership development. Those who develop leadership programs for other contexts may benefit from the guiding questions and data.

This paper aims to focus on the re-presentation of the cultural phenomena hygge in Denmark and fika in Sweden in destination branding and address the inevitability of their essentialization through the branding process.

Three relevant semi-structured interviews with destination marketing organisation’s employees were conducted, as well as a content-based analysis of three social media channels (Facebook, Twitter, Instagram). A total of 465 posts in total were analysed (140 Facebook posts, 109 Twitter posts, 216 Instagram posts).

This study demonstrates how, when communicated through social media, intangible cultural assets are transformed into tangible elements. It explains why the re-presentation and place branding processes necessarily simplify and essentialize the destination.

Destination branding scholars have traditionally criticised the flattening and essentialization of culture in destination branding and have called for a more nuanced approach to presenting a destination. This paper situates destination branding as a process that necessitates the manipulation of the presentation of the destination, which inevitably essentializes the place; this is intended. Critical destination branding researchers need to rethink their criticisms and acknowledge the inherent essentialization goal of destination branding.

Needs assessment is the first step in developing a leadership education program. During the spring of 2008 researchers and program planners conducted focus groups sessions with representatives from Virginia’s agricultural community with the goal of assessing the leadership development interests and needs of that community. As one focus group participant shared, “I’ve had leadership programs all along… they didn’t use examples that were real in my world.” The findings of this qualitative study suggest that an agricultural leadership development program should focus on three areas: (a) knowledge of the changing industry; (b) relationship building across industry sectors; and, (c) practical, transferable skill development. The skill areas of interest include creative problem solving, political advocacy, and communication. These findings are similar to previous research on grassroots leadership development, yet they lead to important recommendations for further research and practice.