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
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