Effective Leadership

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Created 4 months ago.
Effective Leadership by John Adair

Effective Leadership Summary

  • Introduction
    • How can you improve your leadership ability?
      • You need to stimulate your own awareness of leadership in all its aspects
      • You need to establish your understanding of the principles, requirements or functions of leadership
      • You need to develop your skills in providing the necessary functions
  • Understanding Leadership
    • What you have to be or become
      • Don’t be like a hypocrite who tells others to do what you don’t practice yourself. 
      • We can make a list of the moral qualities of leaders but not exhaust them.
        • Enthusiasm
        • Integrity
        • Toughness or demandingness and fairness
        • Warmth and humanity
        • Humility
      • Leadership is not being popular; it is not about wanting to be liked by everyone. For leaders to make demands, they set high standards, and they will not accept anything but the best. That isn’t always popular. 
    • What you have to know or learn
      • If an airliner crashes in a jungle the person who takes command for the survival operation might not be the captain of the aircraft but the person most qualified for the job. Change the situation, and you change the leader. 
      • The three kinds of authority at work
        • The authority of position - job title, badges of rank, appointment
        • The authority of personality - the natural qualities of influence
        • The authority of knowledge - technical, professional
      • You need to weave together all three strands of authority - position, personality and knowledge, if you want to have the natural authority of a good leader. 
    • What you have to do
      • In fact, if you look closely at matters involving leadership, there are always three elements or variables
        • The leader - qualities of personality and character
        • The situacion - partly constant, partly varying
        • The group - the flowers: their needs and values
      • There are three areas of need present in working groups
        • To achieve the common task
        • To be held together or to maintain itself as a cohesive unity
        • The needs which each individual brings with them into the group
      • The words “group” and “team” are not exact synonyms; all teams are groups, but not all groups are teams. In the context of work roday, “team” is a better word than “group”. For the key characteristic of a team is differentiation of roles in relation to a common goal. 
      • The three circles model: the three areas of need together in the Three Circles Model
        • Task needs
        • Individual needs
        • Team maintenance needs
      • It is a fundamental feature of the Three Circles model that each of the circles must always be seen in relation to the other two. As a leader you need to be constantly aware of what is happening in your group in terms of the three circles. You might imagine one circle as a balloon getting bigger (better) and another shrinking, or you may visualize the situation as if one circle is completely eclipsed or blacked out. 
      • The leader guides the group to achieve the task, to maintain its cohesiveness and work as a team, and to enable each individual member to make their optimum contribution. What is now clear is that to be an effective leader in your own field you need the motivation, skills and experience to fulfil the universal or generic role of leader
        • Achieving the task
        • Developing the individual
        • Building and maintaining the team
    • Pulling the threads together
      • For many, the word, “leadership” implies that one person is the dictator: he or she makes all the decisions and does all the work of leadership. That is wrong. In groups of more than two or three are too many functions required for any one person to do it all themselves. 
      • A decision is like a cake that can be shared in different ways between the leader and the team as a whole or any individual member. At one end of the continuum the leader has virtually all the cake: he or she issues an order or command. The next point on the line is where the leader says what is to be done but gives reasons; persuades. The remaining four points on the continuum - the different shares of the cake - are fairly self-evident
        • Leader makes decision and announces it
        • Leader “sells” decision
        • Leader presents ideas and invites questions
        • Leader presents tentative decision subject to change
        • Leader presents problem, suggestions, makes decision
        • Leader defines limits, enables team to reach consensus
      • As a leader you are in the business of motivator. 
      • Leadership characteristics
        • Task
          • Quality:
            • Initiative: the aptitude for initiating or beginning action. The ability to get the group moving
            • Perseverance: The ability to endure
        • Team
          • Quality
            • Integrity: The capacity to integrate; to see the wood for the threes
            • Humor: Invaluable for relieving tension in group or individual
        • Individual
          • Quality
            • Tact: sensitive perception of what is fit
            • Compassion: sympathetic awareness of this distress 
    • Some practical Applications
      • Leader’s checklist
        • Set the task of the team; put it across with enthusiasm and remind people of it often
        • Instruct all leaders in the three circles; make them accountable for teams of four to fifteen.
        • Plan the work, pace its progress and design jobs to encourage the commitment of individuals and teams.
        • Set individual gadgets after consulting; discuss progress with each person regularly but at least once a year.
        • Delegate decisions to individuals. Consult those affected
        • Communicate the importance of each person’s job; explain decisions to help people apply them; brief team monthly on Progress, Policy and People
        • Train and develop people, especially those under twenty-five; gain support for the rules and procedures, set an example and “have a go” at those who break them
        • Where unions are recognized, encourage jining, attendance at meetings, standing for office and speaking up for what each person believes is in the interest of the task, team and individual
        • Care about the wellbeing of people in the team; improve working conditions; deal with grievances and attend functions
        • Monitor action; learn from success and mistakes, regularly walk around each person’s place of work; observe, listen and praise. 
  • Developing your leadership abilities
    • Defining the task
      • You can visualize tasks in terms of different sizes. Personally I find it useful to distinguish between purpose, aims and objectives
        • Purpose: the overarching, general or integrating task of the group or organization
        • Aims

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