This document discusses leadership training and development in the context of agribusiness. It begins by distinguishing between leadership and management, noting that leaders effect positive change while managers focus on controlling and problem-solving. It then covers various theories and styles of leadership. The document also discusses agriculture and agribusiness, characteristics of agribusiness leaders, and the roles of agricultural extensions and farmer organizations. It provides steps for establishing and strengthening farmer organizations. The overall aim is to empower individuals and organizations in agribusiness through leadership development.

1. Ardita Doko
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2. 1. Training in Management
2. Leadership vs. Management
3. Types of Leadership
4. Agriculture
5. Agribusiness
6. Agribusiness Leaders
7. Agricultural Extensions
8. Farmer Organizations

3. INTRODUCTION
Leadership training is a key element of management training.
Many people do not know there is a difference between being a
leader and being a manager. Leaders effect positive change, are
forward thinkers, and are able to communicate strategic visions
and get support from those around them.
Quality of leadership is, arguably, central to the survival and
success of groups and organizations.
The aim of this document is to empower individuals and
organizations involved in agri-business to exercise their own
resourcefulness and assume leadership, and to improve their own
performance and practices, quality of life, and the wellbeing of
their communities.

4. 1. INTRODUCTION
Training in management
• Management training is really essential in the ever-
changing world of business, as it is essential to
develop your management powers to stay ahead of
the game.
• Training involves an expert working with apprentices
to transfer to them certain areas of knowledge or
skills to improve in their current jobs, it is a set of
activities to bring someone or an organization up to
another threshold of performance, often to perform
some job or new role in the future. (McNamara,
2008).

5. Leadership vs. Management
• Leadership training is another key element of
management training. Many people do not know
there is a difference between being a leader and
being a manager. Leaders effect positive change, are
forward thinkers, and are able to communicate
strategic visions and get support from those around
them.
• Managers control, apply the rules, solve immediate
problems, and direct others.

6. • Both leader and manager, are valuable roles but do
not need to be mutually exclusive. Effective
managers understand what leadership means and
how to manage and lead at the same time.
• Not all managers, for example, are leaders; and not
all leaders are managers.

7. Types of leadership
• Four main ‘generations’ of theory, (John
van Maurik,2001) :
- Trait theories
- Behavioral theories
- Contingency theories
- Transformational theories

8. • Types of conduct of leaders can be
grouped in two broad categories
(Harris and Burtt,1955):
- Consideration: interest in the well-being of
the members of the team, including forms of conduct
like giving help, being accessible, opening the
channels of communication and representing the
interests of the members of the team before higher
level staff of the organization.
- Initiation of structure: leader’s readiness
to explain his/her function and the information about
what is expected from each team member.

9. The Tannenbaum and Schmidt Continuum is a
simple model which shows the relationship between
the level of freedom that a manager chooses to give
to his subordinates, and the level of authority used
by the manager. As the subordinates freedom is
increased, so the manager's authority decreases.
Fig. 1. Tannenbaum and Schmidt continuum

10. Two forms of leadership according to Burns
(1978):
Transactional
• Active leader
• Rewards and
punishment
• Increases the
compliance of the
followers
Transformational
• Proactive leader
• Charismatic
• Inspirational
• Visionary
• Increases the
performance of the
followers

11. AGRICULTURE AND AGRIBUSINESS
• Agriculture is a key part of human
civilization.
• Agribusiness is the business of
agricultural production.

12. T.P. Lyonsa and Aidan J. Connolly state :”As the
agribusiness industry grows and becomes more
technical, more global and more complex,
attracting outstanding new talent becomes even
more challenging.”
Agribusiness firms have concerns in two main
areas:
1. Recruiting the best executive talent
2. Cultivating a robust leadership pipeline

13. Agribusiness leaders
• There are 2 strategies for securing
executive talent (Wheatley, Thomas and
Stuart, 2014):
1. Focusing on identifying and training
tomorrow’s top leaders
2. Investing in your employer brand

14. Characteristics of agricultural
leaders
• Listening and communicating
• Team Builder
• Integrity
• Knowledge

15. Agricultural extension
• Agricultural extension is the application
of scientific research and new knowledge
to agricultural practices through farmer
education.
• An extension agent or worker is a person
who develops and delivers educational
programs to assist people in economic and
community development, leadership,
family issues, agriculture and environment.

16. • The traditional methods to organizing farmers and
forming cooperatives need to be revised to meet
the following development challenges of the
twenty-first century:
• The increasing absolute and relative poverty in many countries
The destruction of natural resources such as soil, water, flora,
and fauna
The low involvement of women in health, agriculture, and other
development programs
The poor health and education facilities in rural areas
The growing socio-political unrest amongst the communities

17. New roles for extensions
• Several extension roles can be
conceptualized to help rural communities get
organized. The four more important roles are:
• Empowerment Role
• Community-Organizing Role
• Human Resource Development Role
• Problem-Solving and Education Role

18. Farmer Organizations
Farmer organizations can be
grouped into two types:
• Community-Based, Resource-Oriented
Farmer Organizations.
• Commodity-Based, Market-Orientated
Farmer Organizations.

19. Issues Influencing Participation in
Farming Organizations
• The degree of the farmer's dependency on the
productions of the organized activity.
• The degree of certainty of the availability of the
outputs.
• The extent to which the outputs will be available
only as a result of collective action.
• The extent to which the rewards associated with
the collective action will be distributed equitably.
• The extent of availability of rewards within a
reasonable time frame.
• The extent to which the rewards are
commensurate with the costs associated with
continued participation.(Abel,2015)

20. Steps in establishing farmer
organizations
Step 1. Understanding the
Community
• The extension worker should enter the
community with an open mind and
understand the community structure. They
must understand the community power
structure, problems, and opportunities for
development.

21. Step 2. Identifying Potential Leaders in
the Community
• By using the sociometry method extension
workers can identify potential leaders.
However, it is also important to be sensitive
to the leadership structures operating in that
culture and to the knowledge and skills
needed to be a successful leader of a farmer
organization.

22. Step 3. Talking to the Identified
Leaders and Seeking Cooperation
from Other Agencies
• Extension workers should talk to these
leaders on general agricultural development
and get ideas and information on FOs in the
community. They might also seek
cooperation from government agencies and
especially from NGOs (if there are any in the
area) to help establish FOs and support them
in achieving success.

23. Step 4. Helping Local Leaders to
Call Community Meetings.
• Extensions workers can help enthusiastic
local leaders to call for community
meetings. Sometimes more than one
meeting may be needed to discuss the
need for and the role of FOs in
agricultural development. FO leaders
from other communities can be invited to
speak at these meetings.

24. Step 5. Nominating Core Group
Leaders to Develop or Establish the
Farming Organization
• From the community meetings, core group
leaders are elected or nominated to design
the FO with further community consultation.
• It is critical that the selected leader be
involved in the search for a potential agro-
based enterprise to act as a BASE (basic
activity sustaining the enterprise) for
economic development.

25. Step 6. Developing an Organizational
Structure for the Farming Organization
• The extension worker can help the core
group of leaders in developing an
organizational structure for their farmer
organization.
• They should, as far as possible, play a
passive role because the leaders are the
ones who are building the organization.
NGOs also may share their experience and
help leaders to develop an organizational
structure.

26. Step 7. Developing the FO's
Management through Education and
Action Learning
• An essential part of community
empowerment is to help educate the
leaders and members in management
principles covering planning, implementing,
and monitoring their projects and programs.
The following empowerment methods may
be useful:

27. Educating. Organize formal and informal learning activities.
Leading. Help the leaders to lead and to learn from their actions by
reflection as a team.
Mentoring and supporting. Help the members initially by mentoring or
supporting them in their planning and implementation stages.
Providing. Obtain the services of other stake holders, FOs, and
extension workers in providing various services to nurture the FO in the
early stages of development.
Structuring. Help the FO to structure its meetings and various
participative planning activities and to learn from their experience through
reflection.
Actualizing. Help them to reflect on the process of managing their FO.
Learning by doing can help them in self-actualization.

28. Step 8. Gearing up for Action
• In this step, FOs examine their action plans,
and task groups are set up to mobilize
human and financial resources.
• This is the stage to start considering the
timing, scale, and content of the extension
and research input of the agricultural
organization.

29. Step 9. Implementing Selected
Projects
• In this step, the organization’s leaders
can start to implement the projects they
have chosen.

30. Step 10. Monitoring and Evaluating
the Farming Organizations Progress
• Usually evaluation is done annually to meet
formal requirements, but they should be
encouraged to be done more frequently.
• Learning organizations are created through
collective reflection and openness on
financial and other managerial matters.

31. How to strengthen existing Farming
Organizations
• Step 1. Understanding the Village Community and
Gaining Their Trust
• Step 2. Talking to Leaders about Why FOs Are Less
Active
• Step 3. Seeking Ideas on Strengthening and
Revitalizing Community FOs
• Step 4. Encouraging Local Leaders to Call Community
Meetings
• Step 5. Establishing a Core Group of Leaders to Draft
a Proposal
• Step 6. Getting Comments on and Community
Endorsement of the Strategy

32. Boosting Adult System Education In Agriculture –
AGRI BASE
Financed by:
Partners: