Leadership is a challenging task. Vibrant enduring leadership over time is a greater challenge. Cultivating "leaders that lasts" is the desire of this study. The purpose of this research was to determine the resiliency of leaders in Central Florida. Additionally, this study examined the resilience of educational leaders in Central Florida along with leaders from the business community. The analysis and comparison of the results revealed beneficial information regarding the factors that are substantial in resilient leaders and how these factors might be further cultivated. Educational leaders were randomly selected from school administrators in the Central Florida region, as well as department leaders at two primary local universities. Participants from business were selected from a list of business leaders from the Rollins College Crummer Graduate School of Business MBA Alumni, as well as participants in the Palm Beach Atlantic University Executive Leadership series. The study utilized the Resilience Factor Inventory (RFI) from Adaptive Learning Systems. The RFI is a valid 60-question on-line questionnaire that evaluates the four resilience factors identified in the Review of Literature: (a) realistic optimism, (b) emotional intelligence, (c) relational abilities, and (d) problem-solving abilities. Participants were invited to complete the RFI through a series of four emails explaining the study and the Resilience Factor Inventory with a sufficient response rate (83 leaders). Analysis of the data revealed the following findings: (a) all three of the sampled leader populations were significantly above the national norm in resilience, with those in education the highest; (b) educational leaders, both Pre K - 12 and university leaders, were statistically higher in several resilience components, with emotional intelligence being a strong component in both educational groups; (c) leaders from the business realm were significantly higher in several resilience factors with their distinguish component being problem-solving; (d) while education leaders were strong in emotional intelligence, this population could develop their problem-solving capabilities; (e) in direct contrast, the business were strong in problem-solving, but could enhance their emotional competence; and (f) an examination of leaders who have served the longest have a statistically significantly higher relational abilities and realistic optimism suggesting that these two resilience factors would be important for longevity.

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Institutions of public higher education must meet the challenges presented by providing education services to the significantly increasing number of undocumented students. However, public policy has not clearly addressed undocumented immigrants' residency status in regard to college and university admissions standards. This issue will affect education leaders in public institutions of higher education who have the authority to define admissions criteria and influence state legislation. The purpose of this study was to gain an understanding of higher education leaders' attitudes toward the appropriateness of providing education benefits for undocumented immigrants. Data collected from 384 returned surveys representing 18 states were analyzed to examine leaders' attitudes in relation to demographic characteristics. The statistical analyses revealed no significant differences in attitudinal means based on gender, professional level position, age group, years of professional experience, and states that do and do not charge in-state tuition to undocumented immigrants. However, there were significant differences in attitudinal means based on ethnicity, political affiliation, institution type, and between states that grant in-state tuition to undocumented immigrants.

To mitigate the loss of experienced administrators, community college leaders create internal grow-your-own (GYO) leadership development programs. Although the purpose of these programs is to ensure institutional efficacy by developing a pipeline of administrative and faculty leaders, little attention has been given to learning about the participants' post-program career advancement over time. Consequently, the value of GYO leadership training for participants is not well known. The purpose of this qualitative case study was to explore the post-program professional development of a group of participants 2 years after completing a rural community college GYO leadership program. The conceptual framework was guided by both the American Association of Community Colleges' Leadership competency model and situated learning theory. Research questions examined the leadership knowledge, skills, and behaviors the participants acquired from their training and how these knowledge, skills, and abilities were being used. Data sources included interviews of a cohort of 10 GYO leadership participants, leadership institute artifacts, and human resources documents, which were used for triangulation of the data. A constant comparative analysis methodology was used to identify themes. Research findings indicated that the participants most often applied their communication, collaboration, and advocacy knowledge and skills in their respective jobs, interests, and professional development over time. Academic and other leaders can use the research results to create positive social change by offering GYO leadership training programs to promote the advancement of the institution's mission, thereby improving the lives of the students and the health of the community.

The UNAIDS report on the global AIDS epidemic (2010:9-11), stated that for the estimated 33.3 million people living with HIV, sub-Saharan Africa has a staggering 22 500 000: South Africa having the highest figure of 5 600 000. The question arises: Why has HIV/AIDS spread faster in Africa than on any other continent, despite similar international strategies? The challenge in Africa is that several HIV/AIDS beliefs and misconceptions distorting management of HIV/AIDS. South African learners receive HIV/AIDS education from the school culture, community, government and the international community, whereas they should be partners in collaborative education: yet, they are not. The research finding indicated that for effective educational strategies, education managers should be aware of these different voices affecting HIV/AIDS education. Education managers should be the main voice in dealing with this menacing epidemic. Countries that have approached HIV/AIDS scientifically and speak with one voice successfully reduced their HIV/AIDS statistics. / Educational Leadership and Management / M. Ed. (Education Management)

The UNAIDS report on the global AIDS epidemic (2010:9-11), stated that for the estimated 33.3 million people living with HIV, sub-Saharan Africa has a staggering 22 500 000: South Africa having the highest figure of 5 600 000. The question arises: Why has HIV/AIDS spread faster in Africa than on any other continent, despite similar international strategies? The challenge in Africa is that several HIV/AIDS beliefs and misconceptions distorting management of HIV/AIDS. South African learners receive HIV/AIDS education from the school culture, community, government and the international community, whereas they should be partners in collaborative education: yet, they are not. The research finding indicated that for effective educational strategies, education managers should be aware of these different voices affecting HIV/AIDS education. Education managers should be the main voice in dealing with this menacing epidemic. Countries that have approached HIV/AIDS scientifically and speak with one voice successfully reduced their HIV/AIDS statistics. / Educational Leadership and Management / M. Ed. (Education Management)