1. Types of leadership

2. Managerial grid (Blake and Mouton)

3. 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.

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

5. Action centred leadership (John Adair)

6. 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 TEAMINDIVIDUAL

7. 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

8. TASK COMPLETION Specify and agree objectives Allocate resources Review progress Evaluate performance TASK TEAMINDIVIDUAL

9. 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 TEAMINDIVIDUAL

10. 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 TEAMINDIVIDUAL

11. Situational leadership (Hersey and Blanchard)

12. 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 DIRECTINGGives specific instructions and keeps close supervision COACHINGExplains decisions, seeks ideas and supports progress SUPPORTINGEncourages staff and shares decisions DELEGATINGGives responsibility and freedom for staff to do task on their own

13. SITUATIONAL LEADERSHIP DIRECTINGwhen a decision has to be made quickly or when an inexperienced person joins the team COACHINGto help someone grow in confidence and competence SUPPORTINGrecognition and praise of experienced person to maintain good performance DELEGATINGteam member who is committed and competent who can take on additional responsibility

14. Servant leadership (Robert Greenleaf)

15. SERVANT LEADERSHIP “True leadership emerges from those whose primary motivation is a deep desire to help others.” Larry Spears

16. 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

17. 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

18. 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

19. “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