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by one person
the team can only achieve excellent task performance if all the individuals are fully developed
the individuals need the task to be challenged and
motivated
Adairs model challenged trait theory by focusing on what
leaders do. He showed that leadership could be taught and
did not depend on the traits a person had.
The 8 Functions of Leadership
Adair noted the following 8 key functions for which team
leaders are responsible. (Examples are given in brackets)
1. Dening the task, (by setting clear objectives
through SMART goals)
3. Brieng the team, (by creating the right team climate, fostering synergy, and making the most of
each individual through knowing them well)
4. Controlling what happens, (by being ecient in
terms of getting maximum results from minimum
resources)
Functional theories of leadership are developed by studying successful leaders and identifying the actions and behaviours they show. Large studies with lots of data make
it possible to correlate what leaders actually do, i.e. their
actions or functions with their successful results.
2
This question of whether leaders are born or made is part
of the whole question of whether human behaviour is due
to nature or nurture. It is a short leap from functional
leadership theory, to the belief that if one person can do
something, then others can also learn to do it. The implication that leaders are made and not necessarily born with
the necessary traits for leadership, opened up the possibility of leadership development.
References
http://www.johnadair.co.uk/profiles.html
Hackman, J. R., & Walton, R. E. (1986). Leading
groups in organizations. In P. S. Goodman, & Associates (Eds.), Designing eective work groups
(pp. 72119). San Francisco, CA: Jossey-Bass.
McGrath, J. E. (1962). Leadership behavior: Requirements for leadership training. Prepared for
U.S. Civil Service Commission Oce of Career
Development, Washington, D.C..
Adair, J. (1973) Action-Centred Leadership. New
York, : McGraw-Hill.
AstraZeneca (1999) Leadership in AstaZeneca. AstraZeneca HR, Dec 1999.
Bass, B. (1985) Leadership and Performance Beyond Expectations. New York: Free Press.
Bergmann, H., Hurson, K. and Russ-Eft, D. (1999)
everyone a Leader: A grassroots model for the new
workplace. New York: John Wiley and Sons.
Blackler, F. and Kennedy, A. (2003) The Design
of a Development Programme for Experienced Top
Managers from the Public Sector. Working Paper,
Lancaster University.
Department for Education and Skills (2003) Management andLeadership Attributes Framework.
DfES Leadership and Personnel Division, April
2003.
Deutsche Lufthansa AG (1998) Leading With
Goals: Lufthansa Leadership Compass. FRA
PU/D, July 1998.
Katzenbach, J. and Smith, D. (1994) the Wisdom of
Teams. New York: Harper business.
Lewin, K. (1935) A Dynamic Theory of Personality.
New York, McGraw Hill.
Tichy, N. and Devanna, M. (1986) Transformational
Leadership. New York: Wiley.
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