Time to revisit some truths on management or leadership perhaps?
You lead the people, but manage the task.........
John Adair (1973) is a renowned leadership theorist. He devised his Action Centred Leadership Model following observations of leaders and their relationship with followers. This theory was captured in a diagram with three circles, each overlapping, which illustrated that each of the circle functions were interdependent. He theorised that this is because individuals make up teams, teams / individuals complete tasks, and without a task there is no need for an individual or a team. If one function is weak or missing then the other functions will be adversely affected. He gave an example that if the team is weak, then the task will suffer. One weak individual will affect team performance and therefore completion of task. Adair (1973) states that leaders should concentrate on task completion, the building and sustaining of a team, and the development of individuals within a team.
This model was actively promoted within HM Armed Forces in the 1980’s when I was first exposed to his theories on leadership. John Adair (1973) stated that the three objectives can be achieved through the following actions, these are often referred to leadership functions. Defining all tasks so that goals and objectives are SMART (Specific, Measureable, Achievable, Realistic and Time Constrained).
If we consider the guidance on a practical basis, we can further break down the three functions, task/team/individual into a number of relevant points to be considered in most workplace leadership scenario’s.
When considering the Task, the leader must have a clear understanding of what it is they are trying to achieve, (a clear objective) a workable plan which has been shared with the group or team. The group or team must be briefed as to what their tasks or individual roles are. It is also important to obtain approval and commitment from staff who are “taking ownership”. A knowledge of what resources or tools are available to complete the task, the timetable involved, and how the progress of the task will be monitored.
When considering the Group or Team, what skill sets and experience are available to complete the task? Identify the resources and allocate responsibilities to individuals. Does team spirit or morale need improving or strengthening?
What motivation is required to achieve success, Are any additional skills required, and if so how can they be provided. Include the quieter members and control the overactive ones. Be prepared to offer feedback in a constructive manner whist remaining impartial. Praise, support and encourage the Group or Team.
The individual is important too, whilst a Group or Team has a collective identity, there must be an acknowledgement of individual personalities who bring different expertise and experience to the Task. Some individuals may work equally well as part of a team or unsupervised. Some individuals may prefer not to work alone. People have differing career aspirations and expectations. An effective leader will take the time to ascertain the skills, experience and motivational factors which drive individual members of the Team or Group.
Just a thought on NHS leadership, like....
The targets will be local, set by local management.
