Leadership and Management in Agribusiness

Leadership

Two fundamental elements -Leadership and Management in Agribusiness. Leadership is a mechanism by which others are motivated and encouraged or evaluated to work enthusiastically for the achievement of the goal.

Leadership & Management Discrepancies 

1. Lead is a major component of mgt, although not all of it
2. The principal role of mgt. The goal is to prepare, coordinate, and govern the activities of those in the organization. But the leader’s primary function is to influence others to operate enthusiastically.
3. The boss is more interested in the corporate hierarchy’s formal role, but the leaders are interested in the organization’s informal position. Rank. Hierarchy. Therefore in principle, a manager is more powerful, but in reality, a leader is more powerful than the manager.
4. Mgt. By directing others, work gets done. But the leader develops a vision and then inspires people to enthusiastically achieve the vision.

Leadership Type behavioral approach

There are types of leadership styles from the point of view of actions. They are-

1. Negative & Constructive leaders
2. Autocratic, Free-rein and Participatory Leaders
3. Leaders use of consideration & Structure

Negative & Constructive leaders

• Positive leaders seek to influence workers by putting more emphasis on incentives.
• Negative leaders attempt to control workers by putting more emphasis on fines. Penalties are cut from salaries, without pay or termination of employment for a few days off.

Participative Leaders 

• Control, authority, and decision making have been decentralized. As a social entity, this kind of leader and a group of workers work together.
• Employees are familiar with laws, regulations, and policy development, etc.
• Employees are encouraged to share their opinions and to make recommendations for the organization’s development.

Free-rein leaders

• They avoid authority, control, transparency, and decision-making.
• They are primarily dependent on the staff community to set the target of their own operation and are also permitted to design the action to achieve the goal.
• The officials are involved only in the good outcome.
• They have to allow their own problem to be defined and the solution must be decided by the employees.
• The workers are self-motivated, self-controlled.

LPC

LPC applies to staff or subordinates of leaders for whom managers are unable to act properly.

Director with low LPC:

1. They want to efficiently get the job done in the company.
2. In task control operations, they are more concerned.
3. They are less involved in the organization’s human relations operations.

In order to decide which leadership style is successful in a given situation, Fiedler’s identified 3 leadership situations.

The conditions are—

1. Relations between leader-member
2. Structure of Tasks
3. Place control of the leader

In order to decide which leadership style is successful in a given situation, Fiedler’s identified 3 leadership situations.

The conditions are—

1. Relations between leader-member
2. Structure of Tasks
3. Place control of the leader

Relationships between leader-members:

If the manager wishes to get along with their employee in the company and if the employees value their manager because of their personal skill and effectiveness, the manager is not forced to rely on their formal authority to lead and direct the employees instead of relying on the informal authority to guide and guide the employee.

On the other hand, managers who are not unwilling to get along well and ruined by employees with employees should not rely on informal authority to lead and guide employees and must rely on formal authority to lead and guide individuals.

Structure of Task:

If the functions of an org. The manager and leader have a great deal of power and control over the staff and are highly organized.

Leader’s Power of Position:

Some org roles. Leadership has more power and authority, and less power and authority in certain roles.

Strong power & authority-Simplifies the leader’s assignment to affect the subordinate.

Less power & authority make it impossible for the leader’s role to affect the subordinate.

In the leadership situation, Fiedler listed eight combinations of these three variables, such as—

1. Relationships of leader members can be good or bad
2. The task may be organized or unstructured.
3. The status of the leader can be powerful or weak.

Fiedler performed a research report on 800 groups of workers in various organizations using these eight combinations and two categories of leaders (high LPC and low LPC leaders). In each leadership situation, to decide which style of leader is most successful.

Controlling

To ensure organizational efficiency, monitoring is evaluating and correcting individual and organizational results. Controlling attempts to ensure that all processes in the business go according to schedule.

Phase of Controlling

1. Production of the Norm
2. Output Assessment
3. Corrections concerning deviations
4. Consideration of real standard results.
5. Deviation identification and assessment

Importance of controlling in management

1. Coping with the update
2. Creating enhanced consistency
3. Creating more frequent cycles
4. Value Adding
5. Delegation and teamwork facilitation