A Qualitative Exploration of the Influence of Leadership on the Success and Failure of Farmers Markets in Virginia

• Main Author: Coartney, Jama Sue
• Other Authors: Agricultural, Leadership, and Community Education
• Format: Others
• Published: Virginia Tech 2021
• Subjects: farmers markets; social enterprise; Leadership Hexad; adaptive leadership; Virginia; short food supply chain
• Online Access: http://hdl.handle.net/10919/105036

Farmers markets play an important role within the local food system and the short food supply chain (SFSC); they promote economic development by connecting vendors, people, and community. While the number of farmers markets has increased dramatically since 1994, many markets fail, and it is unclear why. Little is known about the influence of leadership practices on the success and decline of farmers markets. This qualitative case study explored the influences of farmers market leadership and asked the question: How does leadership influence factors contributing to success and failure of farmers markets? The first objective explored patterns and trends contributing to the success and failure of farmers markets. The second objective analyzed farmers markets through the lens of leadership. The study explored findings through application of Jackson et al.'s (2018) Leadership Hexad, developed to help examine leadership within social enterprises. Adaptive leadership (Heifetz et al., 2009) and good-to-great leadership principles (Collins, 2011) provided additional depth and connections to multiple leadership perspectives. The study may be of interest to people involved in leading and working with social enterprises, such as farmers markets. Findings revealed surging operational changes, strong support of the short food supply chain (SFSC), and the need for stabilizing forces, such as a stable location and municipal support. The six lenses of Jackson et al.'s Leadership Hexad—person, position, process, performance, place, and purpose—generated additional findings. Topics include the influences of vendors, champions, and partnerships; the role of managers in supporting the community and entrepreneurship; the ambiguity of ownership when referring to farmers markets; planning for succession; surviving the startup phase; professionalizing farmers market management; co-constructing leadership with the community and vendors; evolving the purpose; and leveraging the purpose of farmers markets within the local food system. The recommendations for future practice include a professional development leadership pipeline oriented to actors in social enterprises, especially farmers markets. === Master of Science in Life Sciences === Farmers markets play an important role within the local food system and the short food supply chain (SFSC); they promote economic development by connecting vendors, people, and community. While the number of farmers markets has increased dramatically since 1994, many markets fail, and it is unclear why. Little is known about the influence of leadership practices on the success and decline of farmers markets. This qualitative case study explored the influences of farmers market leadership and asked the question: How does leadership influence factors contributing to success and failure of farmers markets? The study used three leadership theories or frameworks for exploring farmers market leadership. The study may be of interest to people involved in working with social enterprises, such as farmers markets. Findings revealed surging operational changes, strong support of the SFSC, and the need for stabilizing forces, such as a stable location and municipal support. Additional topics include the influences of vendors, champions, and partnerships; the role of managers in supporting the community and entrepreneurship; the ambiguity of ownership when referring to farmers markets; planning for succession; surviving the startup phase; professionalizing farmers market management; co- constructing leadership with the community and vendors; evolving the purpose; and leveraging the purpose of farmers markets within the local food system. The recommendations for future practice include a professional development leadership pipeline oriented to actors in social enterprises, especially farmers markets.