One of the most popular models of team leadership is John Adair’s Action Centred Leadership.
In this model, leadership expert, John Adair, identifies three overlapping circles of concern for a team leader: the team’s task, the team itself, and the individuals in the team.
It is a wonderfully simple model that encourages you to weigh the attention you give to each, against the needs of the situation. Adair has much to say about your responsibilities in each category.
Like any model, part of its value comes from its simplicity. The price of simplicity, however, comes from what the model misses, neglects or under-represents, in achieving a memorable elegance.
Here are three more circles (among many), that one could add to Adair’s model.
There are a lot of reasons for team leaders to focus beyond their team and onto the wider organisational context within which their team sits. Firstly, how does the team’s task set fit into the wider group of activities? Team leaders need to know this to set the team’s tasks in context and therefore give them meaning – one of the most important motivators.
Under this heading, we can also consider the team’s relationships with a wide range of stakeholders, and the interest those stakeholders have in the team’s work. Particular among those stakeholders are other teams. The team leader needs to find ways to manage the interfaces and dependencies with other teams and work streams.
Finally, we have to acknowledge the role of politics. Not what many of us sign up for in the world of work, but for team leaders, actively navigating their organisation’s political reefs is a necessary expedient.
The Leader’s Emotional State
‘Never under-estimate the impact of your emotional state on your team’ was arguably the best management advice your author ever got (thank you George Owen, if you ever get to hear of this blog).
Team members will look to you for all sorts of guidance and, unconsciously, will take their emotional cue from you.
Vision of the Future
Not only should you be looking beyond your team, as team leader, but look beyond the now of today’s tasks and today’s team and today’s individual. What will your team need to do tomorrow, and next week, and next month, and next year? And how do you need to evolve it to prepare the team and its individuals to deliver?
Show your team vision. While some are motivated by pride in what they are doing today, others need to see what is in store.
Join the debate – what would you add?
Please do use the comments facility below to tell us what you would add to this model.
Management Pocketbooks you might enjoy
You can read about John Adair’s Action Centred Leadership in The Management Models Pocketbook.
Other Management Pocketbooks you might like are: