Chapter 3 Flashcards
John Adair
Leadership model
Action centred model
Tit (task individual team)
Impact if team / individual / task focused superviser
Belbin
Mr sceptic
- Monitor- attention to detail / audit
- Resource investigator - good networker/ knows a man that can
- Shaper /makes things happen/ task orientated
- Complete finisher - like monitor but does it on time
- Expert specialist - technical expert
- Plant - unusual, different good with ides
- Team worker- plodder, no responsibility but will work hard
- Implementer- status is important, hard working, doesn’t like change
- Chair /co ordinater- chair person
Belbin
Can do it
Can’t do it
Can but won’t do it
Hersey and Blanchard
Situational leadership
Tell - trainee low skill/will direct
Sell- coach trainee but stage 2 so can do it
Participate - join can do it but isnt
Delegate - can do it and do do it
Mcgregors theory x and y
X lazy, only works for money, needs micro managing, doesn’t like responsibility, not creative.
Y- motivate, are creative, better leaders do this. Opposite of x.
Expectancy theory - you get what you deserve.
Scullers 3 levels of leadership
Public, private and personal
*Personal- self awareness, how much do you understand your own s&w, emotional intelligence. How you are results in how you manage others.
* private - individuals. VMAT
Vision, motivation, actions, team
You tube:
Coveys 7 Habits
Habits so they are learned So you can unlearn ineffective and replace with more effective actions *pefwuss Proactive Start with end in mind First things first Win win Seek to understand Synergies Sharpen the saw - keep moving just to stand still
Myers Briggs
The 4 preferences
You don’t. Hangs as this is personality
Extrovert /introvert
Intuition/ sensing
Thinking/ feeling
Judging/ perceiving
Tuckman
Tasks versus people
- Forming- new team plan vision agree roles
- Storming - can be conflict, who is capable who isn’t, more direct with each other
- Norming - performance is better, not where it needs to be but green shoots
- Performing- on track supervisor can step back
- Adjourning - team breaks up’ project ends, new people join etc
Maslows hierarchy of need
- Physiological / basic needs- heat light, roof, food, water
- Security - money , place to stay, job
- Social - feeling of belonging
- Self esteem - leader of the pack
- Self actualisation - be what you can be. Doesn’t mean necessarily promotion may be jib change.
Herzberg motivators and hygiene factors
Hygiene factors SWAP CARS Status Working conditions Admin Personal life Company policy Amount paid Relationships Supervisor style ( although this is now a motivator)
Motivators Recognition Achievement Growth Work itself Advancement Responsibility
Lewin change management
Unfreeze - changing - refreeze
De bonos 6 thinking hats
White - clinical, logical- what facts do we know
Blue - chair tops and tails meeting. Sets agenda , planning
Green - fertile, think the unthinkable
Red - anger, emotion. What could we do better, what makes our customers/ staff so unhappy?
Black- somber and serious. Why do we do this?
Yellow- sunny positive what are we good at?
Creative
De bono feels we don’t go in with an open mind
All the team wear the same colour hat at the same time
