Action Centred Leadership

John Adair Action-centred Leadership John Adair (b. 1934) is angiotensin converting enzyme of Britains foremost authorities on leading in organisations. Before Adair and arguably still today people associated lead with the so called Great reality Theory. One charismatic individual who used his or her personal effect and rhetoric to mobilise a group. Adair approached leadership from a more possible and simple angle by describing what leaders have to do and the actions they subscribe to to take. His model was figuratively based on three overlapping circles representing- 1.Achieve the childbed. 2. ground and maintain the squad. 3. Develop the individual. This creates a clear distinction between leadership and management. Creating charismatic Great Man leaders is difficult and cannot be relied on. You cannot guarantee that such a person can be developed and, once developed, that they provide be reliable. Adairs theory is more practical and shows that leadership can be taught and that it is a transferable skill. The three circles in Adairs model overlap because- 1. The task needs a team because one person alone cannot execute it. 2.If the team needs are not met the task will fall back and the individuals will not be satisfied. 3. If the individual needs are not met the team will suffer and performance of the task will be impaired. Leadership Functions Adair lists octonary Leadership Functions required to achieve success. These need to be constantly developed and honed to ensure success. 1. Defining the task Using happy goals (Specific, Measurable, Achievable, Realistic and Time-Constrained) to set a clear objective. 2. Planning An open minded, substantiative and creative search for alternatives. Contingencies should be planned for and plans should be tested. . Briefing team up briefings by the leader are a basic function and requisite in order to create the right atmosphere, foster teamwork and motivate all(prenominal) individual. 4. Controlling Leaders need self-control, dependable control systems in send off and effective delegation and monitoring skills in order to get uttermost results from minimum resources. 5. Evaluating Assess consequences, evaluate performance, appraise and train individuals. 6. Motivating Adair identifies eight basic rules for motivating people* in his book Effective want (Guildford Talbot Adair Press, 1987).Adair also created the 5050 rule which states that 50% of motivation comes from within a person and 50% from his or her environment and particularly the leadership they encounter. 7. Organising Good leaders need to be able to organise themselves, their team and their organisation. 8. fareting an example The best leaders naturally set a good example. If effort needs to be made it will trip and a bad example is noticed more than a good example. Motivating Your Team The eight rules for motivating people- 1. Be prompt yourself. 2. Select motivated people. . Treat each person as an individu al. 4. Set realistic but challenging targets. 5. Understand that progress itself motivates. 6. Create a motivating environment. 7. Provide relevant rewards. 8. Recognise success. John Adairs work is in line with motivational theorists such as Maslow, McGregor and Herzberg. He emphasises the need for using of the team and team construct. This can be achieved through team building events and using theories such as that of Belbin. Where Adair identifies the need, Belbin provides one of the tools.