Active IQ Level 3 Diploma in Health and Fitness (sample manual)

Manual
Active IQ Level 3 Diploma in
Health and Fitness Group W –
Unit 65 Understanding how to
Lead a Team in Active Leisure
Version AIQ005716

The role of a team leader
Leadership is the skill of leading a team, and developing that team to be effective and efficient. The
personal attributes of the leader are therefore, fundamental.
It is often said of the sport and active leisure industry that there are too many managers and too few
leaders. The formidable and successful manager is the one who is an equally good leader.
Effective leadership
John Adair, who is one of the foremost management thinkers, identifies the fact that there are three crucial
elements to effective team leadership in what he refers to as 'action centred leadership':
• achieve the task
• develop individual team members
• build the team
The point which Adair makes is that all three are equally important and an over emphasis on any one
leads to inefficient leadership.
Thinking about John Adair’s 'action centred leadership' model, make notes on the possible
consequences of merely addressing two of the three functions.
For example, supposing the emphasis was on getting the task completed and building
the team?
Discuss with your tutor/assessor whether you think Adair has got it about right.
If not, why not?
Activity
Leadership theory and style
The study of leadership style and the theories associated with it is a fascinating area. We are going to
consider some of the key authors and theories in considering what may be the best leadership style.
We have already mentioned the work of John Adair and his model of action- centred leadership, which
supports achieving the task by developing the individual, whilst building the team. Over the years however,
not all leadership theorists have been quite so people-friendly
The Scientific Management School
Management and leadership theory can be traced back to the early years of the twentieth century. One of
the first of the theorists was an American called Frederick Winslow Taylor. He developed what became
known as the Scientific Management School. Taylor believed that if a researcher was able to identify the
best method of carrying out work, then the worker should be told to do it in that particular way, and in
doing so, the job would be done in the most efficient way, taking the minimum of time. Put simply, workers
were told what to do and how to do it and their responsibility was merely for carrying out the task. Initiative
was not rewarded, nor welcomed. Workers merely followed instructions in an almost machine-like fashion,
to achieve the most efficient outcome.
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Bureaucratic leadership style
Bureaucratic leadership is where the manager manages “by the book.¨ Everything must be done according
to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her.
This style can be effective when:
• the employees are performing routine tasks over and over again
• employees are working with dangerous chemicals or delicate equipment that requires a definite set
of procedures to operate
• safety or security training is being conducted
• employees are performing tasks that require handling cash
Democratic leadership style
The democratic leadership style is also called the ‘participative’ style as it encourages employees to be a
part of the decision making process.
The democratic leader keeps their team members informed about everything that affects their work and
shares both decision-making and problem-solving responsibilities.
This style requires the leader to be a coach who has the final say, but gathers information from staff
members before making a decision.
Democratic leadership can produce a high quality and quantity of work for long periods of time. Many
employees like the trust they receive and respond with cooperation, team spirit and high morale.
Typically, the democratic leader:
• develops plans to help team members evaluate their own performance
• encourages team members to grow
• recognises and encourages achievement
Laissez-faire leadership style
The laissez-faire leadership style is also known as the “hands-off” style. It is one in which the leader
provides little, or no direction, and gives employees as much freedom as possible. All authority or power
is given to the employees and they must determine goals, make decisions and resolve problems on their
own.
This is an effective style to use when:
• employees are highly skilled, experienced and educated
• employees have pride in their work and the drive to do it successfully on their own
• outside experts, such as staff specialists or consultants are being used
• employees are trustworthy and experienced
In no more than 20 words write down your own leadership style. Consider the effectiveness of this
style.
In no more than 20 words write down your line manager’s leadership style. Consider the
effectiveness of this style.
List the disadvantages of the laissez-faire style of leadership when operated in the wrong
environment.
Activity
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The team will also develop its own team culture and group norms. Such norms were referred to above in
relation to the work of Tuckman and are particularly important to effective teamwork. If, for example, the
philosophy of the group is to work hard and conscientiously, then anybody who doesn’t come in line with
this work ethic will very soon find themselves isolated and outside of the protection offered by the group.
List any team building exercises used when you joined your current team.
Consider the effectiveness of each exercise.
Every member of the team needs to feel that they have a part to play within the team and are a valued
member of the team. They also need to feel that they are able to use their own initiative and offer their
Activity
opinions.
Very often the first stage of problem-solving is ‘brainstorming’ where all members of the team are encouraged
to offer opinions or make suggestions toward solving the problem. A strategy is then developed from this
brainstorming exercise. Consequently, if team leaders are serious about developing their team they must
give all team members the confidence to make suggestions and be heard within the team environment.
This will be encouraged by always acknowledging the contributions made by individuals and never taking
the credit for other peoples’ ideas
Consider whether you are encouraged to offer your opinion within the team that you work with.
List any examples of this.
How to motivate and support your team
Activity
Motivation theory
Over the years there have been a number of motivation theories that have sought to explain how best to
understand how people work and how to get the best from them.
The hierarchy of needs
Perhaps the most famous of all of the motivation theorists is Abraham Maslow. Maslow put forward the
concept of people progressing through various stages of a pyramid, which he referred to as the ‘Hierarchy
of Needs Theory’.
The theory states that in order for somebody to be truly motivated in the workplace, there are a series of
progressive needs that must be satisfied.
Physiological needs such as sleep and sustenance must be met first and it is only when they are that the
next level of needs will be considered.
The next level of Maslow’s hierarchy is the need for security and safety and would include a place to live,
a secure environment and freedom from hostility. This level is followed by so called ‘love needs’, for
example, the need to be accepted by colleagues, friends and loved ones. This will then in turn be followed
by ‘esteem needs’ which are centred on the need for self-belief, self-confidence and self-esteem.
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If all these needs are met, either within a working environment or elsewhere, the individual will be motivated
to achieve the top level of the pyramid, which is referred to as ‘self-actualisation’. This is the point at which
the person arrives at their set goal and where they begin to feel fulfilled, successful and truly motivated. If
Maslow’s ‘hierarchy of needs’ are met for employees within an organisation those individuals will become
highly motivated and effective members of that organisation.
The Motivation Hygiene Theory
Another important thinker in motivation theory is the American, Frederick Herzberg. Herzberg carried out
a series of experiments to find out what led to satisfaction and dissatisfaction at work. The factors that
related to satisfaction he called ‘motivators’, and those that led to dissatisfaction he called ‘de-motivators’
or ‘hygiene factors’ - hence the title of his work, the ‘Motivation Hygiene Theory’.
The thinking behind the theory is that although good hygiene does not particularly make you well, it can
prevent you from becoming unwell. In the same way, even if ‘de-motivators’ or ‘hygiene factors’ are
addressed in the workplace, this does not necessarily bring about job satisfaction. If ignored, however, their
presence will increase the chances of dissatisfaction in the workplace.
Herzberg’s ‘motivators’ were:
• achievement
• recognition
• the job itself
• responsibility
• advancement and growth
If these are present, they tend to make people feel good about their job. The ‘hygiene factors’ or the ‘demotivators’
included:
• company policy
• administrative arrangements
• supervision
• relationships with supervisors, peers and subordinates
• working conditions
• salary
• issues in the person’s personal life
• status
• security
So how does this translate into motivating staff? Put simply, if an individual is employed within what they
consider to be a ‘dead end’ job with limited prospects, or they are employed on a part-time casual contract
with no security of tenure they are unlikely to be truly motivated. These are the very people that under
McGregor’s ‘XY theory’ will become theory X type employees.
List the things that make you feel good about your job.
List the things that make you feel fed up about your job.
Consider how each relates to Herzberg’s theory.
Motivation methods
What are the best methods to motivate and support the people within your team?
Activity
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