Types of leadership Managerial grid Blake and Mouton

Types of leadership

Managerial grid (Blake and Mouton)

Managerial grid Blake and Mouton distinguish between Managers who have a high concern for completing the task Managers 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.

Managerial grid People Country club Team leader Middle of the road Impoverished Authoritarian Task

Action centred leadership (John Adair)

ACTION-CENTERED LEADERSHIP John Adair’s model looks at what an effective leader needs to do rather than the characteristics they need to display. An effective leader addresses the needs of the 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 TASK • Allocate resources • Review progress • Evaluate performance 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 team decisions TASK INDIVIDUAL

INDIVIDUAL NEEDS • Treat each member as an individual • Acknowledge different opinions, TASK work-styles and motivation • Encourage each TEAM INDIVIDUAL individual to contribute fully • Keep individuals informed • Provide development opportunities according to individual needs

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 LEADERSHIP DIRECTING 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

SERVANT LEADERSHIP “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