Action-Centered Leadership Model

Kurt Dan A. AbelarBST2-1

Action-Centered Leadership Model

John Adair

John Adair is a renowned leadership theorist. He devised his Action Centred Leadership Model following observations of leaders and their followers during the 1970s. Adair captured his theory in a 3 circle diagram; in which each of the circles overlapped.

Action-Centered Leadership Model

The three overlapping circles illustrate that each of the functions are interdependent. This is because individuals make up teams, teams/individuals complete tasks and without a task there is no need for a team or individual. If one element is missing or weak then the other elements will suffer. For example if the team is weak then the task will suffer and one weak individual can affect team performance and subsequently task completion.

Adair said that leaders should therefore concentrate on:

TASKResponsibilities to the task include:

• Define the task• Identify available resources

• Formulate a plan• Delegate responsibility• Set quality standards

• Maintain control• Keep to schedule

• Report to higher authority• Assess progress and adjust plans as appropriate

TEAMResponsibilities to the team include:

• Establish and communicate acceptable performance standards

• Establish and communicate acceptable ethical standards• Maintain discipline and focus• Proactively resolve conflicts

• Encourage team spirit• Motivate the team

• Establish leadership roles within the team• Establish and maintain effective communication

Adair said that leaders should therefore concentrate on:

INDIVIDUALResponsibilities to the individual include:

• Understand individuals, their strengths, skills, personality, and needs

• Support and assist individuals• Acknowledge effort and good work• Identify individual training needs

• Encourage and develop individual creativity, freedom and authority

Adair said that leaders should therefore concentrate on:

InsightLeaders do not command excellence, they build excellence. Excellence is “being all you can be” within the bounds of doing what is right for your organization. To reach excellence you must first be a leader of good character. You must do everything you are supposed to do. Organizations will not achieve excellence by figuring out where it wants to go, then having leaders do whatever they have to in order to get the job done, and then hope their leaders acted with good character. This type of thinking is backwards.

InsightPursuing excellence should not be confused with accomplishing a job or task. When you do planning, you do it by backwards planning. But you do not achieve excellence by backwards planning. Excellence starts with leaders of good and strong character who engage in the entire process of leadership. And the first process is being a person of honorable character.

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