Work Ready
Leadership
David Nelson – Careers & Employability
Agenda
• What leaders do – John Adair’s Action Centred
Leadership model
• Characteristics of good leaders
• Differences between Leadership & Management
• Giving Feedback
• Examples of how employers interpret Leadership
Leadership Activity
Group 1
• What is leadership?
• What behaviours would you expect to see from an effective team
leader?
Group 2
• What is leadership?
• Identify the issues you might have to deal with as a leader /manager of
a team.
Group 3
• What is leadership?
• What could happen to a team without an effective leader?
Some Leadership Definitions
“Leadership is a process whereby an individual influences a group of
individuals to achieve a common goal”. (Northouse, 2004)
“Leadership is the ability of an individual to influence, motivate, and enable
others to contribute toward the effectiveness and success of the
organization…” (House et al., 1999)
“Leadership is the art of getting someone else to do something you want
done because he wants to do it.”
(Dwight D. Eisenhower )
“Leadership is influence.” (John C. Maxwell )
Team Leaders do the Following
CONTROL
DAY – to- DAY
RESPONSIBILITY
COMMUNICATION
John Adair’s Action Centred Leadership Model
The Team
• Being aware of the benefits of team working and promoting these
benefits to team members.
• Ensuring that members of the team are aware of their roles, both task
roles – the jobs they do; and team roles – how they help other
members of the team to perform effectively.
• Helping to build effective working relationships between members of
the team and ensuring that the team’s norms and cultures do not
exclude anyone.
The Team
• Sharing power with the team in decision making
• Helping to build the team, encouraging team
members to work together, to solve problems and
develop themselves
• Helping new members of the team to settle in and
perform effectively
The Task
• Safely – ensuring health and safety of self the team and the
customers; ensuring a safe environment.
• Making sure the most effective systems and procedures
are used, ensuring quality of goods and services.
• Making sure that the correct resources for the task are used
and used correctly.
The Individual
• Treating people fairly
• Building effective working relationships
• Having good communication skills
• Improving team members skills
• Handling conflict
• Dealing with personal issues
Leadership Attributes – Diamond 9
• Discuss the attributes on the tiles and place on
the grid, based on how important you think they
are as a leader…
Motivation - Maslow’s Hierarchy of Needs
Motivation - Maslow’s Hierarchy of Needs
1. Biological and Physiological needs - air, food,
drink, shelter, warmth, reproduction, sleep, etc.
2. Safety needs - protection from elements, security,
order, law, limits, stability, etc.
3. Belonging and Love needs - work group, family,
affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery,
independence, status, dominance, prestige,
managerial responsibility, etc.
5. Self-Actualization needs - realising personal
potential, self-fulfilment, seeking personal growth and
peak experiences.
Differences Between Leadership &
Management
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Are there any differences?
Are there any similarities?
Can we come up with a definition of Leadership?
Each group spend a couple of minutes deciding
on a definition of Leadership.
Leadership for a new Graduate
Trainee
• Leadership from day one
• Leadership in how you conduct yourself with
others
• Leadership in how you think strategically in the
organisation
• You don’t have to be managing people from day
one to be a Leader
Leadership & Managing Tasks
In your groups:
• Look at the list of tasks/phrases provided
• Which are Leadership & which are Managing?
• Feedback and discuss.
Importance of feedback
It lets the recipient know:
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what the standards are;
how they are doing;
what they need to change to meet the standards;
how long they have to improve;
what support they can expect from you.
The Feedback Sandwich
Delivering Feedback
- What do you see on the flip chart?
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Keep an open mind
Seek agreement
Focus on facts, not the person
Be respectful & courteous
Prepare for the discussion
Organisation Development &
Training
Delivering Negative Feedback - CEDAR
• Clarify – define the precise performance problem.
• Explain – present your view of the issue.
• Discuss – listen to the response and discuss the
situation.
• Agree – on the issue and action.
• Review
Organisation Development &
Training
Centrica Graduate Recruitment
“Exceptional leadership is not a factor of job title or
level of seniority but of attitude, behaviours and a
desire to take responsibility. It is about having a
goal, the courage to follow it and the tenacity to
take people on the journey with you”.
• Sam Laidlaw
Chief Executive, Centrica
Leadership Attributes - NEXT
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"Leadership is a big part of our trainee scheme in terms of decision making and
taking responsibility for persuading others to your way of thinking. It is
paramount to both buyer and merchandising roles at Next. I guess the ultimate
aim for Next is to recruit Future leaders of our business - we simply do not look
for good trainees. Instead we look at a candidate's potential to make it beyond
Trainee Level in buying and merchandising. After all, it is a career choice, so
why not aim as far as you can go.
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When a successful Clothing and Homeware retailer like Next has promoted over
65% of trainees, over the past 5 years, it’s fair to say that we look at leadership
very early on during the recruitment process and the evidence to prove it is
absolutely necessary for our business to grow stronger than ever."
Leadership Attributes – John Lewis
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Application Form - Team Leader - Evidence of working in a management or
leadership capacity with a clear demonstration of responsibility for team’s
performance, and personal reflection on performance.
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Assessment Centre - Candidates are assessed against our Leadership
Behaviours. These behaviours have been identified as a method of measuring
leadership and performance and are centred around the business goals of
achieving: strategic vision, transformational change, profitability, and
competitiveness
John Lewis – Leadership Attributes:
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Sets vision and direction
Shows strategic agility
Drives performance
Takes decisive action
Works across boundaries
Acts with courage
Thank You for Attending –
Please can I have some feedback??
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What did you learn over the course?
What worked well?
What didn’t work so well?
Any suggestions of what could be added?