International Journal of Research Studies in Management
CollabWritive Special Issue
2025 Volume 13 Issue 7
Available Online: 12 December 2025
Author/s:
Viduya, Alyssa Marie DF.
Divine Word College of Calapan, Philippines (alyssamariedelafuente@gmail.com)
Abstract:
Cooperative leadership is evident in how a particular social enterprise addresses the challenges in operations. Coop M in Pola, Oriental Mindoro recognizes the following challenges: low and inactive membership, lack of market and discoloration of fresh calamansi, lack of capacity for provision of all required monetary benefits for employees, and being dependent on external aid. Based on the Theory of Constraints, these are the most restricting aspect of the organization that prevent them from achieving their goals. To address these challenges, Coop M employs strategies such as productivity improvement, training and development for employees and members, partnership with academe, and plans for expansion. These strategies of Coop M demonstrate strategic leadership. This is also consistent with the Congruence model by Nadler and Tushman in the early 1980s, citing the importance of transformation process between inputs and outputs and how should these elements be integrated to improve the performance of the organization. Employees and members are generally satisfied from the benefits (mostly non-monetary) received from the cooperative which implies that they are being inspired by the management to reach common goals, elevate strategies for societal impact, and pass it on to the next generation. The study suggests that Coop M demonstrates Social Collective Leadership. The cooperative envisions to export their product to Europe once they have already secured appropriate license and permits consistent with the quality of their product. The study recognizes the importance of agriculture cooperatives’ gearing more towards a combination of Social Collective and Strategic-Transformational Leadership Model as also evident in the current status and operations of Coop M. However, strict generalization is not applicable because of limited scope of the study. There is a need to review existing programs for agriculture cooperatives, particularly on market facilitation, minimizing barriers to trade, and enhancing potential for exports.
Keywords: agriculture cooperatives, social collective leadership, cooperative leadership, theory of constraints
DOI: https://doi.org/10.5861/ijrsm.2025.25107
Cite this article:
Viduya, A. M. D. (2025). Leadership model in an agriculture cooperative: Challenges and best practices. International Journal of Research Studies in Management, 13(7), 141-152. https://doi.org/10.5861/ijrsm.2025.25107