Training of leaders

Meaning of Training of Leaders

• Training of leaders refers to a planned process of developing the knowledge, skills, attitudes, confidence, and leadership abilities of selected individuals so that they can effectively guide rural people and support agricultural extension programmes.
• It aims to equip leaders with updated technical knowledge, communication skills, organizational ability, and motivation techniques to act as successful change agents in rural communities.

Definition

• Singh (1987): Training aims to attract genuinely interested persons, impart new knowledge, develop skills, and bring desirable behavioral changes in leaders.
• General Definition: Training of leaders is the systematic development of latent leadership qualities so that they can effectively support development activities in their community.

Need for Training of Leaders

Even though leaders are identified through various techniques, they often:

• lack updated knowledge
• may not have required skills
• may be unfamiliar with scientific practices
• may have limited leadership experience

Hence, training is necessary to:

• improve their calibre
• update their knowledge
• shape their attitude
• develop communication and organizing skills
• enhance their problem-solving ability
• transform them into effective extension partners

Objectives of Training (Singh, 1987)

Training programmes aim to:

• Attract genuinely interested and motivated persons into the training programme.
• Impart new knowledge, improve skills, and promote desirable changes in behaviour.
• Deliver the latest and updated technology to interested persons.
• Build close acquaintance between farmers, specialists, and scientists.
• Encourage exchange of experiences among farmers.
• Provide a channel for farmers’ problems to reach research institutions.
• Enhance confidence in scientific recommendations and research findings.

When to Organize Training for Leaders? (Pre-requisites)

Training should be organized when:

• Proven technologies superior to existing farmer practices are available.
• Farmers realize profit potential through adoption.
• Qualified trainers or specialists are available.
• There is genuine need and interest among farmers.
• Problems are complex and require specialist intervention.
• Large number of farmers cannot access information individually.

Timing Consideration

Training must be conducted during:

• slack agricultural seasons
• evenings or periods of low workload
• short 3–5 day camps for better participation

6. Where to Train Leaders?

Why not institutional training?

Institutional training often has disadvantages:

1. Leaders need to travel long distances → high cost & time loss
2. Training content may not match local needs

Best option: Training should be conducted in the village itself, using familiar environments because:

• Farmers learn better in real-life field situations
• Participation increases
• Training becomes locally relevant

7. What to Train? (Training Content): Training content must:

• relate theory to practical situations
• be problem-centered
• address local needs and challenges

Recommended Content Areas:

1. Aims of Rural Development
2. Leadership in Rural Society
3. Community Organization Principles and Techniques
   • group thinking
   • group planning
   • group action
4. Cooperative Principles and Coordination of Local Bodies
5. Practical Community Activities; education, health, recreation, agriculture, anti-crime activities

Training must answer:
💡 Why use the new practice?
💡 How is it superior?
💡 How to adopt it?

8. How to Train Leaders? (Training Methods)

Training can be formal or informal.

Informal Training Methods

• Observation: Learning by seeing how others perform. Example: visiting progressive farmers’ fields
• Reading materials: leaflets, folders, circulars
• Talking with other leaders and progressive farmers: exchange of experiences

Formal Training Methods

• Lectures & Talks
• Discussion Meetings
• Workshops and Group Exercises
• Forums, Panels, Symposiums
• Audio-Visual Aids: videos, slides, posters, farm broadcasts
• Field Trips & Study Tours
• Apprenticeship Training: staying and learning from skilled practitioners
• Training Camps (3–5 days)
• Expert Assistance & Demonstrations
• Buzz Groups (small 6–7 member groups)
• Delegation of Responsibilities

• helps build confidence and leadership ability

Suggestions for Improving Farmer/Leader Training

• a) Training must reach farmers in their own village.
  b) Must focus on current needs, interests, and monetary benefits.
  c) Adult farmers must not be treated as children; use adult learning methods.
  d) Must be organized in off-season or less busy periods.
  e) Must explain:
  • Why change?
  • Why is the new practice better?
  • How to implement it?
    f) Must provide immediate opportunity for practice (fertilizer application, equipment use).
    g) Extension workers must provide encouragement to try new innovations.

Advantages of Using Local Leaders in Agricultural Extension

• High community acceptance
• Leaders speak the local language
• Low cost for extension agencies
• Constant presence in village → continuous contact
• Improved diffusion of innovations
• Effective group mobilization
• Strengthens community participation
• Helps extension workers reach more farmers
• Provides sustainability to programmes
• Leaders influence farmer decisions positively

Limitations of Using Local Leaders in Agricultural Extension

• May show favoritism or caste bias
• May resist change or modern technology
• May lack updated technical knowledge
• Risk of misusing authority
• Strong political influence
• Limited time due to personal work
• May not always be cooperative
• Social inequalities may prevent some groups from accepting them
• Fear of criticism may stop leaders from promoting new ideas
• Some leaders prioritize personal gain over community welfare