Leadership Flashcards
What leadership styles are you aware of?
Democratic, Bureaucratic, Autocratic, Strategic, Laissez-faire
What motivational theories are you aware of?
Tell me about one of them in detail.
Maslow’s Hierarchy of Needs.
Alderfer’s ERG Theory (existence, relatedness, growth).
Vroom’s Expectancy Theory of Motivation says that Motivation = Expectancy x Instrumentality x Valence (an individual’s behaviour is motivated by anticipated results or consequences).
The person must believe they can do the work and achieve the result expected of them.
They must believe that if you promise them a reward, they will receive that reward.
And the reward must give them a sense of satisfaction. If the reward is not pleasing to them, they will not be motivated.
How have you applied a motivational theory in your role?
Everyone has different motivations. I try to think about what motivates my team, what is important to them and what they would feel is most rewarding. I try to make sure they have a clear understanding of what they need to do and have the capacity to do it and that they are well rewarded for their work in terms of salary and other benefits.
How do you ensure effective organisation design / communication strategies?
I try to focus on clear communication, active listening and employee engagement to build a cohesive and informed workforce.
How do you create a climate necessary for the creation of a high performing team?
This requires more than just policies or motivational speeches. I try to make people feel that we have a shared purpose and foster an environment where innovation, trust and collaboration can emerge.
How do you maintain a climate necessary for a high performing team?
I try to communicate priorities and responsibilities to team members.
Inform employees of our values and vision.
I recognize high-performing team members and achievements.
Offer learning opportunities.
Ask for feedback.
How would you describe your leadership style?
Democratic and strategic and occasionally bureaucratic or autocratic.
Provide an example of where you have had to adapt your leadership style towards a client or project.
Sometimes when dealing with an emergency situation there isn’t time for a detailed discussion, so on occasion I have had to take the lead and make quick decisions so I can give directions as to how we deal with a particular situation.
Give examples of how your leadership skills within your company have led to a successful or positive outcome.
With one of our younger members of staff, through discussing with her and observing her we established that she wanted to feel more supported, receive more training and be given more authority. We have done that and she is fourishing as a result.
Can you give an example of where you have implemented leadership theory in practice?
With one of our younger members of staff, through discussing with her and observing her we established that she wanted to feel more supported, receive more training and be given more authority. We have done that and she has fourished as a result.
What skills do you use to organise yourself and others?
Understanding goals - think about what I need to achieve that day.
Make time for planning at the end of each day.
Review that day’s work.
Prioritise tasks.
Anticipate hurdles and issues.
Delegate.
Take time to reflect on things.
Take responsibility.
Tell me about your understanding of governance structures and communication strategies?
A governance structure helps ensure that decision-making processes remain structured, transparent, and focused on the overall objectives of the business. By establishing clear models for making decisions, a governance structure can help business teams stay coordinated while fostering trust within an organization.
Communication strategies include being well-prepared, letting everyone speak in meetings, maintaining positive body language and eye contact, be an active listener, jot down key points.
Explain HR management legislation you have come across in your role.
National Minimum Wage Act.
Working Time Regulations 1998.
TUPE - Transfer of Undertakings (Protection of Employment) Regulations 2006. These apply if a client has site staff employed by the managing agent but working solely at the site. If there is a change in managing agent, their employment is transferred over to the new managing agent.
How do you measure and assess team performance?
On an ongoing basis and through discussion with my team leaders. Also from feedback from clients and by speaking periodically with the team members. And by looking at financial results.
Explain your understanding of IR35 and how it may affect your organisation.
This legislation is to try to safeguard against people operating as ‘disguised employees’ where someone is a contractor but is treated in the same way as a regular employee. If you are classed as being inside IR35, the business you work for should deal with income tax and NI for you.
How can leadership and motivation theories can be applied in practice?
To apply leadership and motivation theories in practice, leaders should understand individual needs, create supportive environments, encourage growth, foster social connections, and recognize and reward achievements, tailoring their approach to each team member and situation.
How have you applied your understanding of how organisational design and communication strategies can affect leadership?
How have you applied your understanding of the ingredients necessary to create high performing teams?
How you manage organisational and communication procedures in a project setting?
How have you been actively involved in the interview and selection of people or consultants or contractors or sub-contractors?
Do your research on the candidate before they arrive.
Have all information on the candidate available.
Know what you are looking for in a potential employee.
Focus on behavioural and situational questions.
Look for people who can bring a new perspective to your team, instead of being an exact “culture fit.”
Smile and say something nice to set the interviewee at ease.
Be an active listener.
Give the interviewee time to answer.
Don’t let an interviewee’s charisma cloud your judgment.
How did you assess their relative merits against a client brief or KPIs?
How have you assessed and identified poor performance?
When this has happened in our organisation, we have identified it through things like employee attitude, timekeeping, general demeanour, client feedback.
What potential corrective actions were available when you were dealing with poor performance?
Which did you implement and why? Were they successful?
Informal chat raising concerns.
More formal chat, raising the concerns and giving them the opportunity to comment, follow up in writing.
Try to make them see why the issue is an issue.
Potentially formal warning.
Potentially giving notice.
Which corrective actions for poor performance did you implement and why? Were they successful?
