Mid-level managers are one component of Ohio State University Extension's talent management system that contribute to the organization's effectiveness. OSU Extension uses mid-level managers known as Area Leaders to supervise county offices. These individuals have great impact on the support and success of local programs. Therefore, it is critical to identify the competencies necessary for effectiveness in the role. By developing an Area Leader competency model, parameters would be available to aid selection, professional development, performance evaluation, and succession planning. At this time, no such model exists. Through this study I aimed to develop and validate a competency model for Area Leaders in Ohio State University Extension. I used a mixed-method research approach, emphasizing qualitative approaches, including reviews of existing research and gathering data from employees through interviews and focus groups. The study used quantitative survey research and peer reviews to validate and refine the results. The research design included model development in three phases: (a) review of literature and position description with OSU Extension administration; (b) model development through rounds of idea generation; (c) model validation and refinement. The findings of this study are represented by a final Area Leader Competency Model and emergent findings. The final competency model consists of ten competencies: accessibility; accountability; coaching; communication; conflict management; critical thinking; social intelligence; strategic connection; system navigation; and team and culture development. Each competency was defined and operationalized using organization-based behavioral anchors. The competency model reflects input solely from the organization's professionals and is customized to fit the specific position within the organization. Emergent findings on the Area Leader position are surmised from data collected from active Area Leaders and their subordinates including: Area Leaders serving in half-time capacities struggle to manage their programmatic and Area Leader roles; the vital role Area Leaders play in successfully conducting two-way communication between counties and OSU Extension administration; the attitude of continued learning, although not a competency, is valued for Area Leaders; the design of the role of supervisor, mentor, and coach is challenging for everyone to navigate; there are perceived inconsistencies across Areas and expectations from and for Area Leaders and it impacts work/life balance and performance evaluations. Recommendations are provided for OSU Extension administration related to the implementation of the Area Leader Competency Model, as well as modifications or further exploration of the responsibilities of the Area Leader role. Implications for practice are shared that focus on the research process and methods for replication by other Extension organizations seeking role-specific competency model development. The competency model presented can aid other Extension organizations that seek to develop a competency model for their mid-level managers. Additionally, the model can be used as a tool to enhance the talent management system of OSU Extension through mid-level manager selection, professional development, and evaluation. This research outlined a competency model development process that could guide other organizations to create, update, or refine their models. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]