MG401 Leadership in Agribusiness Part c Report 2 Sample

Sample MG401 Leadership in Agribusiness Part c Report 2

MG401Leadership in Agribusiness Part c Report 2 Sample

Assignment Brief

As explained in class, for Assignment 2C you need to pick up one or two of your personality attribute (from the Personality test as per 2A) to write a 1200 word report about your decision making style.

The article for reading reflection #2 (which you all completed) might help you in getting an idea of what is to be done. To increase your knowledge and to get a better understanding of what is to be done and how to do the assignment, you can read other similar articles.

Hope this helps, especially for those you do not attend classes.

Decision making style of agribusiness managers

Abstract: How agricultural managers gain, process and use information in decision-making and problem-solving process refers to decision-making styles. A successful decision depends on the flexibility of using decision-making styles in different situations. The research paper monitors the dependence between the decision-making style of ag- ricultural managers and their personal and working parameters. To identify the decision-making styles, the MB-type indicator (Myers-Briggs type indicator) was used. The results of non-parametric testing give proof that there is a statistically significant dependence between the type of decision problem and decision-making style, “Intuitive” and “Sensing”. Parametric test ANOVA was applied to assess potential differences in the score of decision-making style by nominal-level variables. The results gave proof of a strong statistically significant difference in score of decision-making style, “Intuitive” and “Sensing” between groups of current leading position. The difference in scoring for “Thinking” and “Feeling” as decision-making styles was confirmed to be statistically significant even in functional areas of control. Subsequently, the size of this difference was calculated.

Keywords: agricultural manager’s decision-making style; decision-making; functional area of control; management level team decision-making

You have to refer Decision-making style of agribusiness managers case study to complete this assignment

Solution

Introduction

The personality test of the leaders is important to understand the characteristics of the leadership for creating an effective working environment for the employees in order to maximise overall performance and achieve corporate goals (Sakkar Sudha, & Shahnawaz, 2020). The study focuses on developing a reflective account by sharing own leadership style and applying the Myers Briggs personality test. It provides a scope to review one's own leadership traits and their impacts on decision making practice. As per the Myers Briggs personality test, the personalities are extroverted verses introverted, intuitive or observant, thinking verses feeling, judging, and prospecting, as well as assertive and turbulent. For personal and professional development, this reflective practice provides a scope to choose two personalities so that it would be beneficial for the leader to develop a strong leadership style and make rational decisions for the benefit of the stakeholders and the organisation as a whole.

Reviewing leadership characteristics

The Myers Briggs personality test is being performed to review my own leadership style. As per extroverted vs. introverted character, as a business manager in an agribusiness farm, I am 71% extraverted, which helps me to communicate with the followers in agribusiness farms and develop strong teams by enhancing internal interaction and cooperation in the workplace. I mainly focus on the current situation of the organisation and review the whole working process, including feedback gathering, performance evaluation, and task delegation. Extraverted leaders are proficient at developing trust and strong social bonds with employees in the workplace (Meskelis & Whittington, 2020). This further provides a scope to foster partnership working practices and lead the employees towards future success. I try to be extraverted and improve my communication skills when interacting with others, both verbally and non-verbally. Good communication and social skills are helpful for me to develop strong corporate relationships with my colleagues and employees in the agribusiness and make fair decisions to meet corporate goals. My score is 54% in observant, where I try to develop situational awareness and encourage feedback about working as a team. An observer leader is capable of cultivating a mind-set of openness and curiosity. Open discussion, shared vision in agribusiness farms, as well as active listening skills and curiosity, are beneficial for agricultural managers to empower others in the workplace and make collaborative decisions for the benefit of the organisation (Shahzad, Raja & Hashmi, 2021). I try to observe the whole internal situation and also review the external agribusiness environment for making rational decisions. I focus on gathering vast knowledge through observation and feedback management, which provides me with scope to develop my problem solving and decision-making skills for the assignment helpline.

Additionally, a 58% score in feeling and 71% in judging characteristics are beneficial for me to make rationale agriculture business decisions, where I always try to analyse the situation and existing problems critically and develop creative solutions to achieve future success. Judging characteristics in leadership refers to the ability to review the personal qualities of employees with relevant knowledge and experience to evaluate their opinion and make decisions. The leaders try to share the corporate vision, empower the employees in the workplace, and judge the whole working process on the agricultural farms in order to make rational decisions to maximise the productivity of the agricultural business and ensure operational excellence (Sakkar Sudha, & Shahnawaz, 2020). As per the personality test, I am 79% turbulent, which helps me to make critical decisions in the hard times of the agricultural business. As an agricultural manager, it is my responsibility to manage risks and diversify them to develop creative solutions for the business. I always try to develop my problem-solving and critical analytical skills, which help me develop a risk management plan in agricultural business for managing turbulent periods.

Personal reflection

- Extravert:

Extravert leaders are capable of developing strong corporate relationships with employees and others, as well as strengthening social networks with stakeholders (Ling, Zhang & Wong, 2020). It helps to be charismatic and get continuous support from the team members (Sari & Bashori, 2020). I am extraverted and always try to interact with my colleagues and employees in the agribusiness to make rational decisions. I try to enhance communication in the workplace and empower the employees to review their opinions in making a fair decision in agribusiness farms. In addition to this, the extraverted characteristic is helpful for me to participate actively with the employees in order to manage agro-tasks and maximise team performance through providing continuous support and guidance (Salas Vallina, Simone & Fernandez Guerrero, 2020). I also try to share strategic vision, guide the individual efficiently, support them with agro-infrastructure and the latest technology, and clear their doubts and concerns so that the members can perform efficiently and contribute positively to achieving the agro-business goal. Such leaders are known as fair, objective, and efficient leaders who develop logical processes and are practical in making effective decisions. The extroverted leaders are also hard-working, empathetic, and encouraging in order to create a good working environment and continuously motivate others to maximise performance (Remenova & Jankelova, 2019).

- Turbulent:

I focus on managing turbulent environments in the agribusiness in order to improve my capability in leading the farm towards future success. As per the characteristics of a turbulent leader, there is a strong purpose for the organisational decision; the leader enhances internal and external communication to manage the business during hard times, as well as continuous support and guidance from the leader to manage business productivity (Sulantara et al., 2020). It is difficult for me to manage risks in agribusiness during its turbulent period. There are too many challenges faced by the agro managers on agricultural farms, such as climate change, production volume of crops, livestock, farming, technical implementation, warehousing issues, and operational breakdown (Remenova & Jankelova, 2019).

I try to review the existing challenges in agro-farming and manage the turbulent period by developing creative operational processes and technical innovation. Flexibility is mandatory to be managed for developing rational decisions and making strategic changes in the agribusiness farms for running their operations and agricultural productivity efficiently. The leaders are passionate and enthusiastic about making rational decisions for achieving the corporate aim of the agribusiness farms (Salas Vallina, Simone & Fernandez-Guerrero, 2020). Additionally, optimistic views, active listening skills, and compassion towards the business operation further help the leader achieve future success by managing agribusiness risk in its turbulent period (Remenova & Jankelova, 2019). I try to be innovative and implement the latest technology for managing agribusiness risk in order to overcome turbulent periods through an effective decision-making style.

Conclusion

The above-mentioned leadership personalities are effective for me to progress in my career as a business manager on agricultural farms and contribute positively to meeting corporate goals. It is beneficial for me to develop creative business decisions by being extraverted and turbulent. This further provides me with scope to develop partnership working practices by enhancing internal communication and collaboration, as well as maximise my capability to manage business risks in turbulent periods. I try to manage the agribusiness environment creatively and make rational decisions to create the values of all the stakeholders engaged with the agricultural farm. It would be beneficial for me to provide continuous support and guidance to enhance business operations by empowering the employees and maximising their productivity in the long run.

References

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Sample MG401 Leadership in Agribusiness Part c Report 2

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