Chapter 3

Question 1

John Adair

Leadership model

Answer 1

Action centred model
Tit (task individual team)
Impact if team / individual / task focused superviser

Question 2

Belbin

Answer 2

Mr sceptic

• Monitor- attention to detail / audit
• Resource investigator - good networker/ knows a man that can
• Shaper /makes things happen/ task orientated
• Complete finisher - like monitor but does it on time
• Expert specialist - technical expert
• Plant - unusual, different good with ides
• Team worker- plodder, no responsibility but will work hard
• Implementer- status is important, hard working, doesn’t like change
• Chair /co ordinater- chair person

Question 3

Belbin

Answer 3

Can do it
Can’t do it
Can but won’t do it

Question 4

Hersey and Blanchard

Situational leadership

Answer 4

Tell - trainee low skill/will direct
Sell- coach trainee but stage 2 so can do it
Participate - join can do it but isnt
Delegate - can do it and do do it

Question 5

Mcgregors theory x and y

Answer 5

X lazy, only works for money, needs micro managing, doesn’t like responsibility, not creative.
Y- motivate, are creative, better leaders do this. Opposite of x.

Expectancy theory - you get what you deserve.

Question 6

Scullers 3 levels of leadership

Answer 6

Public, private and personal
*Personal- self awareness, how much do you understand your own s&w, emotional intelligence. How you are results in how you manage others.
* private - individuals. VMAT
Vision, motivation, actions, team

You tube:

Question 7

Coveys 7 Habits

Answer 7

Habits so they are learned
So you can unlearn ineffective and replace with more effective actions
*pefwuss
Proactive
Start with end in mind
First things first
Win win
Seek to understand
Synergies
Sharpen the saw - keep moving just to stand still

Question 8

Myers Briggs
The 4 preferences
You don’t. Hangs as this is personality

Answer 8

Extrovert /introvert
Intuition/ sensing
Thinking/ feeling
Judging/ perceiving

Question 9

Tuckman

Answer 9

Tasks versus people

• Forming- new team plan vision agree roles
• Storming - can be conflict, who is capable who isn’t, more direct with each other
• Norming - performance is better, not where it needs to be but green shoots
• Performing- on track supervisor can step back
• Adjourning - team breaks up’ project ends, new people join etc

Question 10

Maslows hierarchy of need

Answer 10

• Physiological / basic needs- heat light, roof, food, water
• Security - money , place to stay, job
• Social - feeling of belonging
• Self esteem - leader of the pack
• Self actualisation - be what you can be. Doesn’t mean necessarily promotion may be jib change.

Question 11

Herzberg motivators and hygiene factors

Answer 11

Hygiene factors
SWAP CARS
Status
Working conditions
Admin
Personal life
Company policy
Amount paid
Relationships
Supervisor style ( although this is now a motivator) 

Motivators
Recognition
Achievement
Growth
Work itself
Advancement
Responsibility

Question 12

Lewin change management

Answer 12

Unfreeze - changing - refreeze

Question 13

De bonos 6 thinking hats
White - clinical, logical- what facts do we know
Blue - chair tops and tails meeting. Sets agenda , planning
Green - fertile, think the unthinkable
Red - anger, emotion. What could we do better, what makes our customers/ staff so unhappy?
Black- somber and serious. Why do we do this?
Yellow- sunny positive what are we good at?

Answer 13

Creative
De bono feels we don’t go in with an open mind
All the team wear the same colour hat at the same time