Stereotyping is precisely what the Leader/Manager Model is not about - because that is a pointless exercise, it rarely improves the manager or the situation. At the same time, it is important to point out that the model actually has the power to capture the full range, and hence the extremes, of manager behaviour. 
Luckily there are not many managers at the extremes, but when there are, they often make their mark!
Essentially, all managers, if they are to be at their best, must learn to either meet the needs of their teams, or help their teams meet those needs themselves. Needs cannot be ignored.
So, this graphic puts it all together - the worst and the best.
Peter Farey whittled down his collection of a thousand 'good management practices' to 100 simple items that essentially cover the whole range of manager-team interaction. Furthermore, they fell into groups and plotted nicely around his Leader/Manager Framework.
Two further points emerged from this:
1) The chart provides a good measure of strengths, as well as of needs. Following Positive Psychology, our approach is to develop strengths and then check to see what needs still remain - usually these are greatly reduced. Much less problem-solving is therefore required, and
2) As a holistic framework of management behaviour, the model just happens to contain those behaviours that most relate to Emotional Intelligence (surprise, surprise)! In Farey's model it was there all the time - nothing new under the sun!
Next we take up EI and the Leader/Manager Model.
[more]Labels: 360 feedback, Emotional Intelligence, Leadership, performance |
