Leadership, empowerment, motivation and teamworking

Key leadership theories

There have been a number of different approaches to the study of what makes an effective leader. These include:

The personality of the leader

Research in this area focuses on the attributes and personality traits of a leader, which, regardless of background, facilitate the leader's rise to positions of power and influence. Leadership traits include a sense of drive, ambition, persistence, decisiveness, self-confidence and resilience.

Action-centred leadership

John Adair's model of action–centred leadership is widely used in the training and development of leaders. The model focuses on three inter-related key leadership functions:

• achieving the task
• managing the team
• maintaining the individuals within the team

Effective leaders perform each function and maintain balance between them. More information on action-centred leadership can be found using the following links:

http://www.johnadair.co.uk

http://www.businessballs.com

The style of the leader

Much leadership research has focused on the style of the leader and how this impacts on the leader's performance. Two factors are important when considering style. First, the individual's approach to people, which includes showing consideration, involving others in the decision making process, listening to staff and empowering them to take action.

Second, the individual's approach to the task, which includes setting deadlines, establishing goals, setting and monitoring targets and putting an emphasis on getting the job done. The most effective leadership style is an approach that is both considerate and compassionate to the workforce and focused on getting the job done to the right specification and within the correct timescales. Blake and Mouton's Managerial Grid (1964) identifies five different leadership styles based on concern for people and concern for the task .

http://en.wikipedia.org/wiki/Managerial_Grid_Model

The context in which the leader is operating

Other studies criticise this one style fits all approach to leadership, arguing that leaders do not operate in a vacuum and that consideration needs to be given to the context in which they are leading. Consideration needs to be given to the success of the organisation, the structure of the tasks to be done, the cohesiveness of the team, the relationship between the leader and team members and the culture of the organisation. The least preferred co-worker scale, Frederick Fiedler (1967) argued that a one style fits all approach was not appropriate. He identified that under certain contextual conditions it may be more appropriate for a leader to have a more people focused style whilst under others, a more production- focused approach would be more appropriate. http://en.wikipedia.org/wiki/Fiedler_contingency_model

Leading transformational change

Rosabeth Kanter (1989) outlined the qualities of what she termed the 'business athlete'. The qualities include:

• learning to operate without the might of the hierarchy
• competing in a way that enhances rather than undercuts cooperation
• operating with the highest ethical standards
• having a dose of humility
• developing a process focus
• being multifaceted and ambidextrous
• gaining satisfaction from results

Organisational learning

Leaders are champions of learning. The key learning theorists are developed in [Awareness raising – learning, training and mentoring].

Leading quality

Leaders aim to achieve their personal best and help their teams to continuously improve in all aspects of performance in the drive for total quality. The influence on leadership of the quality gurus is developed in [Quality Gurus].

Modern leadership thinking

Leading in the modern business world demands a flexible and multi-faceted leader. The Business Link Guide 'Key skills for owners and directors' includes a section on leadership. http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&itemId=1077627569&r.s=sl

This states that: 'Both you and your directors will need to use different skills at different times - there's no "one size fits all" approach to leadership. In addition the right leadership style will depend on your business and your own character. A softer, mentoring style of leadership may be appropriate - or you may opt for a more charismatic approach.'

Additional resources

There are a number of other Business Link publications that outline leadership skills. These include:

Business Link Guide 'Lead and motivate your staff'. http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&itemId=1077346982&r.s=sl#

There is also an interactive questionnaire for you to assess your leadership style and strengths.

http://www.businesslink.gov.uk/bdotg/action/layer?topicId=1079483829&r.s=sl

Leaders and managers

There is much debate about the difference between a manager and a leader. Some theorists argue that there is a significant difference with managers and leaders taking on different roles. John Kotter (1990) outlined what he considered to be the difference between the two.

Therefore, leaders and managers can be seen to take on different functions within an organisation. Leaders establish a vision for the future that they communicate to their followers. Leaders inspire and motivate others to overcome obstacles in the pursuit and achievement of the vision that can bring about dramatic change. In contrast, managers action plan within budget and resource constraints and develop policies and procedures. Managers control and monitor results and produce order and consistency.

However, others argue that there is little difference between the two roles. In his observation of what managers do, Henry Minzberg (1975) identified 10 management roles which he categorised under 3 core headings.

Therefore in practice, the functions of a leader and a manager are blurred and leadership can be defined as just one aspect of the role of a manager.

However, it can be argued that in the modern challenging environment, a leader needs to be both visionary and inspirational and organised and co-ordinated to create the right conditions for success. The Business Link website provides the following advice for business:

Strong leadership and a sense of direction are hallmarks of almost all successful businesses. Good leaders offer direction to people, get them to share his or her vision for the business, and aim to create the conditions for them to achieve results.

Additional Resources

Kotter, John (1990). A Force for Change: How Leadership Differs from Management, Free Press, New York

Business Link Guide 'Key Skills for Owners and Directors' includes a section on leadership

http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&itemId=1077627569&r.s=sl

Empowerment and stress in the workplace

Stress in the workplace is now a significant factor impacting upon individual, team and organisational performance. The Health and Safety Executive estimate that:

• work-related stress accounts for over a third of all new incidences of ill health
• each case of stress-related ill health leads to an average of 30.9 working days lost
• a total of 12.8m working days were lost to stress, depression and anxiety in 2004/5 ( http://www.hse.gov.uk/stress/index.htm )

In addition, stress also has an impact on:

• employee commitment to work
• staff performance and productivity
• staff turnover or intention to leave
• staff recruitment and retention
• customer satisfaction
• organisational image and reputation

(http://www.hse.gov.uk/stress/index.htm )

The Health and Safety Executive has produced a set of management standards with the aim of helping organisations to manage stress within the workplace and reduce the impact of work-related stress. The standards cover the primary sources of workplace stress including the amount of control an individual has in the work that he/she does. Work-related stress can occur when we feel that we do not have enough control over what we do. This can occur in situations such as:

• being monitored too closely
• feeling our skills and abilities are not being put to best use
• feeling that our views are not considered or listened to

Identifying and managing stress within the workplace is now a key leadership function. In order to minimise work-related stress leaders need to:

• empower their staff to deal with work issues as appropriate
• ensure there are regular opportunities for consultation with staff on work issues
• co-ordinate work to get the best out of their staff
• involve and listen to their staff

Stress in the workplace is further developed in the [Role of the Individual].

Additional resources

The HSE's stress website has advice on how to identify and manage the sources of work place stress and includes examples of best practice. http://www.hse.gov.uk/stress/index.htm

Key motivation theorists

There are many theorists who have written on the subject of motivation. It would be impossible to include reference to them all here. I have chosen four key theorists whose work I find interesting from a workplace perspective.

Abraham Maslow: Hierarchy of needs

Maslow(1943) identified that we are 'wanting beings' and as such we all have needs and desires. Some of these needs are basic, while others are more complex. Maslow arranged these needs into a hierarchy with basic needs supporting more complex needs.

Maslow identified basic needs as:

• our basic survival needs – food, water, sunlight and oxygen
• our need to be safe – shelter, freedom from fear
• our need to feel a sense of belonging to a group

Maslow identified the more complex needs as:

• our need to feel valued and respected by others
• our need to feel that we are stretched to and able to achieve our full potential

Maslow believed that we cannot be motivated by more complex needs if our basic needs are not being met, and that once satisfied, a need no longer serves as a motivator.

Further information on Maslow can be found here:

www.businessballs.co.uk

Fredrick Herzberg: Two factor theory

Herzberg (1966) identified two sets of factors which impacted upon motivation. Herzberg classified the factors as hygiene factors and growth factors.

Hygiene factors included:

• salary and working conditions
• a sense of job security
• good working relationships with peers and mangers

Growth factors included:

• a sense of achievement
• recognition for effort and input
• an interesting and varied set of tasks
• opportunities for personal growth and advancement

Herzberg stated that one set of factors which, if absent, cause us dissatisfaction (hygiene factors) and one set of factors which, if present, serve to motivate us to superior performance (growth factors). Therefore, proper attention to the hygiene factors will prevent dissatisfaction but will not create a motivation to work.

In order to motivate workers, it is imperative that leaders give proper attention to the growth factors.

Further information on Herzberg can be found here:

http://en.wikipedia.org/wiki/Frederick_Herzberg

Edwin Locke: Goal setting theory

Locke (1968) stressed the importance of setting challenging, realistic and clear goals as a motivator. Locke also stated that it was essential to involve the individual in the goal setting process and that feedback on performance was necessary for goal achievement.

Further information on Locke can be found here:

http://en.wikipedia.org/wiki/Goal-Setting_Theory

Stacy Adams: Equity theory

Adams' (1963) theory centres on our need to feel that we are being treated fairly. He identified that we compare our 'input' – our effort and time that we put into our work - with that of our peers. We also compare the 'output' of our efforts - our financial rewards and recognition. This comparison leads to a feeling of either equity or inequity which in turn influences our behaviour.

Further information on Adams can be found here:

http://en.wikipedia.org/wiki/Equity_theory

Teamworking

Meredith Belbin: Team roles

Belbin (1981) highlighted the importance of balance in a team. When teams are made up of individuals with the same or similar styles and qualities, the team can become stagnant. Belbin identified a number of different team roles that exhibited certain qualities and traits. She believed that the most effective teams were those made up of individuals displaying a balance of the different team roles. The roles identified by Belbin are:

• resource investigator
• plant
• completer finisher
• co-ordinator
• shaper
• implementer
• monitor evaluator
• teamworker

Each role brings different strengths to the team. None of the roles is right or wrong, they are just different. Understanding our own role and the role of others can help to improve communication and balance within the team and reduce conflict.

More information on the team roles can be found at the Belbin website. This includes an assessment questionnaire to determine your team role. This facility, however, is not a free service.

http://www.belbin.com/

Team conflict and stress

Identifying and managing stress within the workplace is now a key leadership function. Leaders need to ensure that they:

• create a culture of trust and not of conflict and encourage good communications and positive working relationships
• deal with any incidents or bullying, harassment or unacceptable behaviour promptly and effectively in line with the organisation's policies

Stress in the workplace is further developed in the Role of the Individual.

Additional resources

The HSE's stress website has advice on how to identify and manage the sources of work place stress and includes examples of best practice. http://www.hse.gov.uk/stress/index.htm