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Leadership styles: Lights, Camera, Action!

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Transcript

So we've taken a look at the personality and behavioral approach to leadership styles. We've looked at the situational approach to leadership styles. I'm just going to take a bit of a more detailed look at the Action Center contingency approach to leadership style, which a gentleman by the name of john Adair developed some years ago in the UK, it's a little different about a dares model, if you like, is that it's very focused on solving issues around leadership in quite a practical way. So it's less about you managing your behavior and your native personality. It's even less about having to kind of coach your team or support your team. It's actually quite specific about saying okay, what are the needs of the individuals that I work with as a leader?

What are the needs of the team? And then what are the overall objectives of the task? task that needs to be done in order to achieve an overarching task for department that you're perhaps a team leader working within. So and what's interesting, and I think what is very informative in terms of how you can improve your skills as a leader going forward, is that it explicitly calls out these three different factors and talks about the balance that's required between them in order to get good work done more often and more effectively. So starting with the individual, what are their what are their specific tasks that they need to do and how well aligned to those tasks with what's what what their objectives are? Have we got those tasks lined up in a way that also then meets with what the team's overarching objectives are if you've got a group of individuals who all got different objectives and none of them align with what the team's over arching objective is, or you've got a problem.

So that's it. They were, you know, start with individual look at the team and then make sure that each of those teams, the team objectives, you've got that each individual is contributing to them in a way that supports the overarching objective for the team. But then what happens if your team objective is out of alignment with what the department's overall objective is? You got to go back? Okay, guys, what's the team objective? How do we make sure that team objective is fits in with the overarching departmental objective, and then you can kind of cascade it down.

That, you know, you could start with the departmental objective and kind of work your way down down the process. That will be the, I suppose, in an ideal world the way you would approach it, but we're typically starting in some at some point of, of activity. And so rather than having this idyllic situation where we're starting from scratch and able to line things up properly, things are already happening in place so and they change over time. Which is why John's referred to it as a contingency approach. So that's the key is to say, okay, where are we now? How well aligned are My what?

What are the departmental objectives? How well aligned to my team objectives to that? If that's okay, then you can go down a level and say, Okay, how well are each the individuals in my team? How are their objectives along to the overarching team objective? Once you know that, that part's Okay, you can then go back to the individuals and not only look at whatever their team related objectives are, but also their and how well aligned they are to the team's objectives, but also, what you what additional work they may be doing, it's more focused on their individual activities. So the key word I think there is balance balance between teammates balance between with task needs and balance with individual needs.

And if you've got those three sets of needs in some degree of harmony and balance, then you've got a much better chance of being an effective leader and being able to contribute to your organization's overall objectives.

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