types of leadership. managerial grid (blake and mouton)

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