Action-Centred Leadership Essays

Action-Centred Leadership Essays Action-Centred Leadership Essay Action-Centred Leadership Essay This is a complete contrast to the above theory where leadership is thought to be natural and inherent. Here, the theory shows that people with leadership potential can be exposed to the correct experiences and influences to develop leadership skills. This theory can improve the organisations performance gradually, as the leaders grow in strength, so will the workforces respect and trust in them. (Mullins, 2002. ) The final theory I am going to discuss with regard to leadership is one associated with the work of John Adair (1979). It is the Action-Centred Leadership theory. It suggests effective leadership is based on the ability to match and meet task needs, the needs of the team and individuals needs. Action by the leader in any one of the areas will affect the other areas. The needs of all three areas need to be equally met and satisfied. This can be achieved through awareness and understanding of what is required of themselves as leaders and of what is needed from the three areas. If all three areas are integrated and met with properly, the leader will have a greater effect and influence, improving the performance of their followers and of the organisations performance. (Mullins, 2002. ) To return to the definition of leadership by Mullins: A relationship through which one person influences the behaviour or actions of other people. Mullins (2002) p. 904 We can see that through all three of our theories, the leader is influencing their followers. The Trait theory shows a person being a natural born leader who had an inherent flare to lead people. The Functional Approach required influence over people via responding to changes in the group and leaders growing into their roles with time and experience. Finally, the Action Centred Leadership theory showed influence over others by creating a balance across tasks and being aware that anything will affect each of these areas. (Mullins, 2002. ) The type of leadership a leader adopts can influence their followers greatly. If someone is a natural born leader, the followers house a certain amount of respect because it is a god-given talent. Functional leaders gain respect by learning with their followers and growing in strength over time. Action Centred leaders use their leadership skills to balance out the tasks, and through success, can gain respect of individuals. With the respect of their followers, leaders can manipulate them to the advantage of the organisations performance. With a clear idea of what leadership is and what it requires, I can now move on to introduce the concept of a manager into my argument. Again, to use one of Mullins definitions, I will define a managerial role: A role from which some work has to be delegated to subordinate roles The role includes planning, controlling, organising, commanding and co-ordinating the activities of the subordinates. Mullins (2002) p. 905 Many people are of the opinion that management and leadership is one and the same thing. They are wrong. There is a difference; managers are often viewed as getting things done through people to achieve the organisations targets. Leadership, on the other hand, is associated to the willingness of the followers and isnt often a role that has been set by the organisation, but has occurred naturally, it doesnt therefore have an official position within the organisations hierarchical structure. There is a difference in attitudes between management and leadership as well; they have different work goals and different relationships with people in the organisation. We can link this back to the Trait theory, leaders are naturally born and therefore managers can be made or be appointed. (Mullins, 2002. ) Management is complex, fragmented, its activities brief, opportunistic, predominantly verbal; leadership is more so. Management reacts. Leadership transforms, it makes a difference. Taffinder, P. (1995)2 taken from Mullins (2002) p. 256. There is a distinct difference managers tend to use objects, MIS and other resources to complete their tasks, whereas leaders go through people and lead them. The two roles do overlap however. Many methods of management training can also be used as a means of measuring leadership style Mullins (2002) p. 255. In order to be an effective manager, it may be necessary to adopt leadership styles and influences. The combination of both creates Managerial Leadership (Mullins, 2002. p. 253. ) By combining both elements, a type of manager will occur that should appeal to workers, someone in charge of the decision-making and yet, leads the people rather than directs them this can only have a positive effect upon the workers which will hopefully result in an overall improved performance.