Action Centred Leadership – Individual Needs

Individuals are motivated for a variety of reasons. They vary from basic needs and security in some cases, to the need for power, the need to belong to a particular group, and the need for self-fulfilment and achievement in others. These needs have been classified in different forms by Maslow, McGregor, McClelland, Herzberg and others.

The leader’s job in this third area of need is to help fulfil the needs of different individuals whilst doing their day-to-day work. They also have to fit square pegs into square holes and develop their subordinates to take further responsibility.

The sensitive leader has also to remember the dignity of the individual and to encourage and inspire that individual by the actions they take. Individual needs also overlap group/team needs. For example, most individuals need assurance from others of their own worth, whether from the boss or colleagues.

Summary:

The leader has to take action in the three areas of need; tasks, team and individual. Occasionally they will be working in only one area, but not often in all three. The leader needs to consider these areas when carrying out their managerial functions of setting targets, planning, communicating, controlling and evaluating what they are doing.

An example where the leader might deal in only one area could be where they allow a person time off to go to the hospital to visit their wife.

An example where the leader is working in all three is where a job description and accountability chart is used. They show the individual what their job is and how they fit into the team.

Some practical actions are now included which reflect all three areas of need.

- Set high but achievable targets with the team.
- Maintain constant discipline in the team.
- Encourage an atmosphere of approval and open and straightforward communication.
- Encourage participation through participation.
- Ensure individuals know to whom they are accountable and what they are
accountable for.
- Examine the physical working conditions, team structure and span of control to see they are compatible with the job in hand.
- Regularly appraise team members against targets set.
- Regularly brief the team, as a team, to ensure knowledge of changes and progress.
- Ensure that there is a delegation of authority as well as work.
- Recognise effort by the team and the individuals.
- Encourage the latent talent and creativity in the team.
- Ensure that a person is made accountable for the team if the leader is missing.

One of the most important aspects of leadership is for the leader to treat their subordinates as a resource and not as an extension of themselves.

The question that many leaders should ask themselves is: “Do I use the latent skills and talents of the members of my team?” If the answer is yes then the leader is probably working in all three areas of need.

That’s it for another week – thanks for dropping by and do have a great weekend.

  Jonathan Farrington