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researchers would revise the survey for any future use.
Results for analysis were not strongly indicated. In theory, results indicated
where participants’ tendencies did lean to some degree, but researchers did not find
a true preference for one leadership style over another indicated through use of
this survey. The median findings on all styles suggested participants had no strict
preference and used all styles of leadership. This was significant in terms of sample
size. The sample size was not large enough to ensure that results did not occur due
to random chance factors rather than to the manipulated variable. For future use
of this survey instrument, the researchers recommend checking its reliability with a
larger sample or selecting a different instrument.

Implications and Recommendations
Implications and recommendations exist for the chapter that was under review
but also for any organization seeking to strengthen leadership. “Service,” “feeling,”
“growth,” and “engagement” emerged as themes from the study of this chapter, and
attention to these areas is recommended.
The chapter under review may benefit
from increased support in the form
of specialized or key-interest training “Service,” “feeling,” “growth,” and
opportunities and professional development “engagement” emerged as themes
growth opportunities, such as sessions on
parliamentary proceedings and how to from the study of this chapter,
conduct meetings, or any other leadership-
focused professional development. and attention to these areas is
Members are empowered through
professional development. Opportunities recommended.
for growth are critical as the development
of each member strengthens the whole.
Encouraging all members to attend conventions and conferences that support DKG
was one avenue that could prove helpful on the individual level but also for the
health of the chapter, as reported by members who had enjoyed those opportunities.
Chapters are encouraged to consider carefully the types and forms of professional
development promoted. Opening the floor for suggestions from members on ideas
for program development and growth opportunities will help ensure that needs of
members of all ages and stages of life/profession are addressed.
Findings suggested that chapters should explore opportunities for younger
members or newer members to serve in leadership positions. A need exists to increase
and share opportunities for leadership, perhaps in the creation of committees or
task forces or planning of activities for members. To do this, members must look
beyond the willing members who often rotate service. Younger members should be
encouraged to look for opportunities to serve in leadership positions. Current leaders
should consider the diversity of the group and respond with opportunities for all—
always facilitating, demonstrating, but also delegating. Opportunities to lead should
be shared broadly, encouraged for all or as many as possible, giving many members
a chance to develop their individual skills.
Continued use of virtual meetings and interactions is recommended. Geographical
distances presented a concern and a hardship for some members, but this was
relieved, to some extent for the chapter under review, with recent use of Zoom and
other web-conferencing tools. Respondents reported that meetings and interactions

Educators’ Choice 43