John Adair And Leadership Skills -Motivation and Decision Making

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Introduction to John Adair's Leadership Theories

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John Adair And Leadership Skills -Motivation and Decision Making

  1. 1. Leadership Skills Basic Theory John Sweeney
  2. 2. Last Week 1. John Adair 2. Leadership 3. Teambuilding This Week 4. Motivation and People Management 5. Decision Making
  3. 3. Recap Adair Quiz 1. At which University did John Adair become Professor of Leadership Studies? 2. What are the Top 5 attributes most valuable at the top levels of management? 3. What are the three ‘Needs’ a leader must address? 4. There are 8 functions of Leadership – NAME 4!
  4. 4. Making Decisions
  5. 5. Key Elements of Effective Thinking and Decision-Making Other useful Analysis Synthesis approaches • Establish the • ‘Take a view’ • Imagination relationship between • Combine parts or • Recall events easily the parts and the elements to form a and visually whole whole • Foresee, be • Finds the route cause • Wholes produced by inventive, fantasise of problems grouping various units the future • Identifies the issues at together where it is • Conceptual thinking stake, the ‘either/or’ difficult to analyse • ‘something them into their parts conceived in the without losing the mind’ ‘wholeness’ • Intuition • Originality and innovation
  6. 6. Value in Decision-Making • With analysis and synthesis, valuing is the third essential in effective thinking and decision- making 1. Establish the truth or true facts 2. To know what to do • With experience you will recognise people who – Tell you what they think you want to hear – Express a view thinking it might agree with your own – Are watching their backs – Try to hide things
  7. 7. Decision-Making and weighing up the options • Which are the possible options? • Which are the feasible options? • How to reduce feasible options to ‘either/or’? • Which one to choose? • Is any action necessary at all, now later ? Limiting Factors 1 . Time 2. Information 3. Resources 4. Knowledge
  8. 8. Team-building
  9. 9. Adair’s Theory of Team-building Team-building is part of the leadership ‘holy’ trinity of Task, Team and Individual
  10. 10. Leaders in teams provide the functions of: • Planning • Initiating • Controlling • Supporting • Informing • Evaluating
  11. 11. The main result of good leadership is a good team Good Leadership Team Outcomes Characteristics Enthusing Team Members are Purposeful busy and have a basis to judge priorities Lives values Gives a sense of excitement and achievement with people willing to take risks and higher work loads Leads by example Consistency is knowing leader’s values Generates good Is trusted Leaders from followers
  12. 12. The main result of good leadership is a good team Good Leadership Team Outcomes Characteristics Aware of own Aspire to leader’s example behaviour and environment Intellect to meet job Confidence in Leadership Needs Aware of individual The led start to lead being delegated to, coached and and team needs supported Exhibits trust Inspires confidence and performance Represents the Confidence of contribution to aims and commitment to them organisation to the team and vice versa
  13. 13. 1. Task Purpose Objectives Resources Responsibilities Programme Target Authority Training Priorities Progress Supervision Example
  14. 14. 2. Building & Maintaining Team Team Standards Objectives Team Spirit Members Size of Team Discipline Grievances Consultation Priorities Briefing Represent Support
  15. 15. 3. The Individual Targets Induction Achievement Responsibilities Authority Training Recognition Growth Performance Reward The task The person Time/attention Grievances Security Appraisal
  16. 16. Motivation and People Management
  17. 17. Adair’s 8 Rules for Motivation 1. Be motivated yourself 2. Select people who are highly motivated 3. Treat each person as an individual 4. Set realistic and challenging targets 5. Remember that progress motivates 6. Create a motivating environment 7. Provide fair rewards 8. Give recognition
  18. 18. The 50:50 Rule 50% of motivation comes from within a person & 50% comes from his or her environment, especially from the leadership encountered therein
  19. 19. Theories of motivation Maslow’s Hierarchy of Needs (1954) Self-actualisation (growth, personal development) Self esteem (self- respect, status) Social (belonging, acceptance Safety Physiological
  20. 20. Theories of motivation McGregor’s Theory X and Theory Y (1960 , The Human Side of Enterprise) Theory X Theory Y • Human dislike work and will • Physical and metal work is avoid it natural as play or rest • People must be coerced, • People will exercise self- controlled and directed to direction and self-control to achieve organisations objective bring about effort towards • Average human prefer to be organisational objectives directed, wants no • Average human being seeks responsibility, little ambitious responsibility and wants security • Commitment to objectives is a function of the rewards associated with their achievement
  21. 21. Managers/Leaders and Motivation Recognise that individuals are 1. Individuals but need other people and meaningful work 2. Creative and imaginative (in team and solo) 3. Driven by achievement (but achieve more as a team) 4. Self-motivated and self-directed (but need management/leadership) 5. Distinguish between financial and ‘other’ value rewards 6. Interested in leaving work/the world a better place
  22. 22. Bibliography • Adair John, 2007, Leadership skills 2007, London, IPD • Adair John, 2003, Adair on Leadership, London, Thorogood Publishing

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