Chapter 3 - Leadership & Behavioural Models Flashcards
John Adair
TTI - Team Task Individual
Team - Agree standard, develop team spirit, team goals, agree team roles, anticipate and resolve team conflict, identify group training needs.
Task - Identify vision, determine resources, create plan, evaluate performance, review and give feedback.
Individual - understand everyone as individuals, agree individual responsibilities, plan individuals goals, identify utilise and develop individual capabilities.
Belbin - Team roles
MR SCEPTIC
Monitor - high IQ, analytical, intro eat, not enthusiastic.
Resource - likeable, social, enthusiastic, easy bored, no original ideas
Specialist - specialist knowledge, drafted in, limited experience
Coordinator - Chair, extrovert, discipline, no specific expertise
Extrovert shaper - full of energy, self confident, anxious, impulsive
Plant - intelligent, trustful, introverted, bad at accepting criticism
Team worker - good and quit communicator, loyal, appear indecisive
Implementer - stable, organiser, inflexible, conscious of status
Completer - discipline, strength, perfectionist, introvert, obsessive
Hersey and Blanchard
Task relationship behaviour - Participate, Delegate, sell, tell
Tell - directive, high task low relationship. Get the job done
Sell - high relationship, lacking skills but willing and confident
Participate - high relationship, able to do task but dip in confidence
Delegate - adviser has ability and desire, hands off approach
McGregor - Theory X and Y
Manager X
People dislike work
People have little ambition, desire for responsibility
People are motivated by anxiety and security
People need to be closely controlled.
Manager Y
Work is as natural as play
Self control is often indispensable
Creativity for solving organisational issues
Satisfaction from completing tasks, self esteem
People can be self directed and creative
Scoullers three levels of leadership
Personal leadership - own uniqueness
Private leadership - manage difficult conversations, create sense of unity
Public leadership - togetherness building
These are key activities a leader should focus on A shared, motivating purpose or vision Action, progress and results Collective unity or team spirit Attention to individuals
Stephen Covey, 7 habits of highly effective people
Be proactive - Spend time on things I’m able to influence
Start with the end in mind - clear vision
Put first things first - high/low urgency/importance
Think win/win - interdependent with others
Seek first to understand, then to be understood - avoid rushing in
Synergies - value of the whole is greater than the sum parts
Sharpen the saw - persevere, renew and enhance our own abilities, achieving balance between our physical, spiritual, mental and social and emotional states
Myers Briggs and the MBTI model
Extrovert (E) or Introvert (I)
Sensing (S) or Intuition (N)
Thinking (T) or Feeling (F)
Judging (J) or Perceiving (P)
Bruce Tuckman - the stages of team development
Forming Storming Nor ing Performing Adjourning
De Bono’s Six hats
White - Facts, Neutral, what’s missing?
Red - emotion, gut feeling, how do we feel about this?
Black - critical judgement, cautious, what are the downsides?
Yellow - positive and constructive, how could we make this better?
Green - creativity, new ideas, what if? If mi eye no object…?
Blue - control, facilitator, what is objective? What have we agreed?
Change management
Changes can comes from technology, work force, globalisation, legislation
Order of change?
First order change = continuos improvement
Second. Order change = fundamental radical change
Barriers to change?
Uncertainties about the goals employees are to achieve
Lack of clarity about how these goals will be achieved
Poor information about the planned changes
Confusion about responsibilities and authority after the proposed changes
No clear way of evaluating the changes and judging their success
Kurt Lewin - change management
Unfreezing - create a need for change, the old way is no good
Changing - development of new ideas
Refreezing - stabilisation of new process
Kotters eight steps to leading change
Establish a sense of urgency Form a powerful guiding collation Create a vision Communicate the vision Empower others to act on the vision Plan for and create short term wins Consolidate improvements and produce more change Institutionalise new approaches
Maslow’s hierarchy of needs
Physiological Security and safety Social Self esteem Self actualisation
Herzberg’s hygiene and motivation factors
Motivators
Achievement, recognition, work itself, responsibility, advancement, growth.
Hygiene
Company policy, working conditions, salary, relationship with peers, personal life, relationship with supervisors, status, security.
