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Types of leadership
Managerial grid
(Blake and Mouton)
Managerial gridBlake and Mouton distinguish between
Managers who have a high concern for completing the taskManagers who have a high concern for the people they lead
There is not necessarily a trade off between these two aspects.
The most effective managers combine a high concern for task and a high concern for people.
These managers realise that the job of a manager is to achieve results through their people.
Team leader
Impoverished
Country club
Authoritarian
Middle of the road
Managerial grid
Task
People
Action centred leadership
(John Adair)
ACTION-CENTERED LEADERSHIP
An effective leader addresses the needs of the
TASK
TEAM
INDIVIDUAL
John Adair’s model looks at what an effective leader needs to do
rather than the characteristics they need to display.
TASK
TEAM INDIVIDUAL
ACTION-CENTERED LEADERSHIP
Individuals, working as a team, achieve the task
An effective leader needs to allocate time to
• meet the individual needs of each team member
• keep the group working together
• ensure the task is completed
TASK COMPLETION
• Specify and agree objectives
• Allocate resources
• Review progress
• Evaluate performance
TASK
TEAM INDIVIDUAL
TEAM MAINTENANCE
• ensure key roles are filled
by appropriate people
• build trust and inspire teamwork
• deal with conflict
• expand team capabilities
• facilitate and support
team decisions
TASK
TEAM INDIVIDUAL
INDIVIDUAL NEEDS
• Treat each member as an individual• Acknowledge different opinions,
work-styles and motivation• Encourage each
individual to contribute fully• Keep individuals informed • Provide development opportunities
according to individual needs
TASK
TEAM INDIVIDUAL
Situational leadership
(Hersey and Blanchard)
SITUATIONAL LEADERSHIP(Hersey and Blanchard)
To lead a team effectively, you need to vary your style of leadership depending on the person you are working with and the situation
DIRECTING Gives specific instructions and keeps close supervision
COACHING Explains decisions, seeks ideas and supports progress
SUPPORTING Encourages staff and shares decisions
DELEGATING Gives responsibility and freedom for staff to do task on their own
SITUATIONAL LEADERSHIPDIRECTING when a decision has to be made
quickly or when an inexperienced person joins the team
COACHING to help someone grow in confidence and competence
SUPPORTING recognition and praise of experienced person to maintain good performance
DELEGATING team member who is committed and competent who can take on additional responsibility
Servant leadership
(Robert Greenleaf)
SERVANT LEADERSHIP
“True leadership emerges from those whose primary motivation is a deep desire to help others.”
Larry Spears
SERVANT LEADERSHIP
“The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead.”
“The best test is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?”
Robert K Greenleaf
SERVANT LEADERSHIP
“The role of the manager has changed from one who has driven results and motivation from the outside…
to one who seeks to draw out, inspire and develop the best from their people…
enabling them to be driven by an inner motivation towards achieving a common purpose”
Stephen Covey
SERVANT LEADERSHIP
“The servant leader engages the entire team in a process that creates a shared vision…
that inspires each to stretch and reach deeper within themselves…
and to use their unique talents to independently and interdependently achieve that shared vision.”
Stephen Covey
“Only when the choice to serve undergirds the moral formation of leaders does the hierarchical power that separates the leader and those led not corrupt.”
Peter Senge
SERVANT LEADERSHIP