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Running head: HILL’S LEADERSHIP MODEL

Hill’s Leadership Model

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HILL’S LEADERSHIP MODEL 2

Hill’s Leadership Model

The lack of leadership impedes the performance of a team. Supervision of a team is the

main cause for the failure of self-management teams to appropriately develop and lead to

enhancements in quality and productivity of lives for the employees. Despite the existence of

various team leadership models, perhaps the most popular is Hill’s Team model. The reason for

its popularity is that it offers the leader a mental direction to facilitate in the diagnosis of team

issues (Northouse, 2007). After the problems have been identified, appropriate action can be

taken to rectify the team problems. The model is mainly founded on the argument presented by

functional leadership that a leader should monitor the team. Necessary steps should also be taken

to make sure that there is effectiveness in the team while trying to meet its objectives (Bligh et

al., 2006). The major components of the model are leadership decisions, actions and

effectiveness of the team. The mode describes three leadership actions that affect team success.

The first leadership action described in the model is about leadership decisions. In this

action, a leader is required to monitor both the external and internal settings. He is also

mandated to conduct information search in order to understand the functioning of the team.

Information searching entails getting feedback from members of the team, carrying out surveys

about team assessment, evaluation of team outcomes and networking with people who are not in

the team (Bligh et al., 2006). The first action further entails the leader organizing, interpreting

and structuring the information to enable beneficial action plans to be made (Northouse, 2007).

A leader is also required to ascertain the appropriate action that he/she should take basing on the

information obtained. Finally, the leader should ascertain the team’s life cycle and offer

leadership where it is needed. In this step, there is need for the leader to conduct motivational

coaching at the beginning, providing consultative coaching at the middle of the process and offer

educational coaching towards the end of the process. From personal experience, I have been

affected by this first decision. In the past, one of my leaders was reluctant to get feedback from

HILL’S LEADERSHIP MODEL 3

the teams despite the organization having made feedback compulsory. Due to this higher

demand on our leader’s time, we decided to step up. The model suggests that it is the

responsibility of the leader to ensure that the team succeeds. We recognized that this entailed

allowing us to step up and fill in the leadership roles.

The second decision of the first action entails structuring of tasks for better results. As a

team leader, one is expected to examine task leadership, maintenance leadership, and ensuring

that there is equal balance between the assigned tasks and maintenance. In Decision 3, a team

leader should examine the internal and external environmental factors (Bligh et al., 2006). It can

be achieved by looking for the team process level that requires attention of the leadership, taking

action for maintaining the team and improving interpersonal relationships. It also entails the

leader taking action to enable team members to focus on the objectives (Northouse, 2007).

Finally, it entails taking action to get external team support. Arguably, this is one of the

significant stages that I have experienced as a team member. Our leader often examined the

relationships between our team members before determining the tasks that were curtailed for our

team. In cases where he was unable to resolve issues, he sought for external support. It was

crucial for ensuring that we accomplished our tasks in time and achieved the overall objectives.

We were also trained through formal and informal ways.

The third action entails internal and external leadership actions. The action is achieved

through coaching of team members, use of collaborative methods to ensure that all team

members are involved, and management of conflict (Northouse, 2007). It also entails satisfying

the needs of team members and modeling what the leader expects from team members. I have

experienced these actions in my team before in various ways. Our team leader had a tendency of

providing clarification and getting consents on objectives. He also frequently trained us on task

skills. I remember he used to inform us that this was aimed to educate and develop our skills.

The final action entails performance and development. In case a leader diagnoses a problem as

HILL’S LEADERSHIP MODEL 4

one of environmental nature, he should ascertain the right actions to resolve it. Some of the

actions entail networking and development of alliances, protecting members of the team from

any possible distractions in the environment and assessment of environmental indicators of

effectiveness of the team. Finally, the leader should share appropriate information with the team.

Overall, this model provides three actions that are indispensable for all team members

and leaders. The three actions are leadership actions, decisions and leadership effectiveness. The

three actions are aimed at ensuring that teams perform optimally and relate in a better way. I

have experienced these actions in my personal life as a member of various teams and I have

associated myself with many of them. As a team leader in future, I would like to apply the three

actions highlighted by the model.

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References

Bligh, M. C., Pearce, C. L., & Kohles, J. C. (2006). The importance of self-and shared

leadership in team based knowledge work: A meso-level model of leadership dynamics.

Journal of Managerial Psychology, 21(4), 296-318.

Northouse, P. G. (2007). Transformational leadership. Leadership: Theory and practice, 4, 175-

206.

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