National Rail Resource Management Project

1
National Rail Resource Management Project

• Module 1.7
• Leadership
• Authority Gradient

• NOTE THIS SLIDE FOR FACILITATORREFERENCE ONLY -
  NOT FOR PRESENTATION

2
Learning Outcome

• Foster an optimal authority gradient within the
  team

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  NOT FOR PRESENTATION

3
The Authority Gradient

• the difference in authority between the team
  leader and the other team members
• Not only actual authority, but the leaders
  perceived and agreed power

4
Steep authority gradient

• The leader is clearly in charge
• Tells others what to do
• Doesnt encourage the team to contribute

• Advantages?
• Disadvantages?
• Risks?

5
Flat authority gradient

• The leader is one of the boys
• Shows little leadership
• Lets the team do what they want

• Advantages?
• Disadvantages?
• Risks?

6
Ideal authority gradient

• for normal work situations
• Gradient is not flat but not too steep
• Leader is in charge, but consults team, asks them
  to contribute ideas etc

7
Small Group ActivityInfluencing the Authority
Gradient

• Work in three groups
• Think about the times a leader or supervisor
  talks to their team
• How would the leader create an authority gradient
  that is
• Steep (Group 1)
• Flat (Group 2)
• Ideal (Group 3)

• Insert relevant
• picture (eg., rail
• supervisor with
• workers)

8
Skills PracticeIdeal Authority Gradient

• Work in groups of three
• Each person in turn is thenew supervisor
• Your first meetingwith the team
• Practice setting upan ideal authority
  gradient
• Team gives feedback
• Change roles and repeat

9
Establishing the right authority gradient

• The team leader influences this by the way they
• Introduce themselves to the group
• Speak to and deal with others
• Explain everyones role
• Encourage participation
• Respond to suggestions, ideas

10
Case Study Authority Gradient

• Unanderra NSW 2003
• Extract from Investigation Report
• Driver 2 was not yet fully qualified with route
  knowledge of the Dunmore to Cooks River route.
  This lack of experience may have contributed to
  his failure in providing an earlier warning to
  Driver 1 concerning appropriate train braking
  leading up to Signal WG 1024 at Caution and
  Signal WG 1010 at Stop.

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  NOT FOR PRESENTATION