There are very many theories and models of leadership, leadership philosophies and leadership styles.
When we look at Team Leadership, Management and Motivation you will learn about Maslow’s Hierarchy of Needs and Adair’s Action Centred Leadership. We also consider how important money is in the management of motivation.
Team Leadership.
There are very many theories and models of leadership, leadership philosophies and leadership styles.
Let’s consider Action Centred Leadership.
Action Centred Leadership – John Adair – A model for team leadership and management
John Adair (born 1934) developed his Action Centred Leadership (ACL) model while lecturing at Sandhurst Royal Military Academy and as assistant director and head of leadership department at The Industrial Society, during the 1960 and 1970s
The ACL model is Adair’s best known work, in which there are three elements, which are;-
Achieving the Task
Developing the Team
Developing Individuals
They are mutually dependent, as well as being separately essential to the overall leadership role.
Adair set out these core functions of leadership, vital to the ACL model:
- Planning – seeking information, defining tasks, setting aims.
- Initiating – briefing, task allocation, setting standards.
- Controlling – maintaining standards, ensuring progress, ongoing decision-making.
- Supporting – individuals’ contributions, encouraging, team spirit, reconciling, encouraging morale.
- Informing – clarifying tasks and plans, updating, receiving feedback and interpreting.
- Evaluating – feasibility of ideas, performance, enabling self-assessment.
- achieving the task
- managing the team or group
- managing individuals
- define the task -identify aims and objectives for the group, purpose, and direction
- identify and obtain resources, people, processes, systems and tools
- create the plan to achieve the task – deliverables, measures, timescales, strategy and tactics
- clarify responsibilities, objectives, accountabilities and targets
- set priorities ,standards, quality, time and reporting parameters
- control and maintain activities against parameters
- monitor and maintain overall performance against plan
- report on progress towards the group’s aim
- review, re-assess, adjust plan, methods and targets as necessary
- evaluate success
- establish, agree and communicate standards of performance and behaviour
- establish style, culture, approach of the group – soft skill elements. Encourage suggestions
- monitor and maintain discipline, ethics, integrity and focus on objectives
- anticipate and resolve group conflict, struggles or disagreements, and grievances
- assess and change as necessary the balance and composition of the group
- develop team-working, cooperation, morale and team-spirit
- develop the collective maturity and capability of the group – progressively increase group freedom and authority
- encourage the team towards objectives and aims – motivate the group and provide a collective sense of purpose
- identify, develop and agree team- and project-leadership roles within group
- enable, facilitate and ensure effective internal and external group communications
- identify and meet group training needs
- give feedback to the group on overall progress; consult with, and seek feedback and input from the group.
- Responsibilities as a manager for each individual are:
- understand the team members as individuals – personality, skills, strengths, needs, aims and fears
- assist and support individuals – plans, problems, challenges, highs and lows
- identify and agree appropriate individual responsibilities and objectives
- give recognition and praise to individuals – acknowledge effort and good work, feedback and encourage.
- where appropriate reward individuals with extra responsibility, advancement and status
- identify, develop and utilise each individual’s capabilities and strengths
- train and develop individual team members, review performance
- develop individual freedom and authority
Adair promotes a ’50:50 rule’ – the view that 50% of motivation lies with the individual and 50% comes from external factors, among them leadership from another. He also suggests that 50% of team building success comes from the team and 50% from the leader.
Successful managers and leaders focus on all three areas of the Action Centred Leadership model, to get results, build morale, improve quality and productivity, and develop their team.
The three parts of Adair’s Action-Centred Leadership model are commonly represented by three overlapping circles, which is a trademark belonging to John Adair. It is one of the most recognizable and iconic symbols within management theory.
John Adair’s Action-Centred Leadership model is represented by Adair’s ‘three circles’ diagram, which illustrates Adair’s three core management responsibilities:
Responsibilities of a manager for achieving the task are:
Responsibilities of a manager for the group are
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