Situational Leadership
I was reminded today of the importance of situational leadership. As a management consultant I often meet with trusted partners and clients who are experiencing some sort of organizational shift. Whether or not it's an entity that has good development programs there is always a need to maintain situational leadership styles.Many organizations invest in programs on this subject and almost any MBA program includes some form or review on the practice. It's not a particularly difficult concept to understand and it's based on the work from Robert Tannenbaum and Warren H. Schmidt (1958, 1973) who put forth the notion that a leadership style should be born from the circumstance and therefore leaders should have a range of styles in their arsenal.In the technology industry many leaders rise to management on the backs of technical skills, and some ascend very quickly (Gates, Wozniak, Jobs are great examples). A good leadership development program can teach situational leadership and experience can mature these skills such that anyone can become a "4 Tool Leader"™. This is all great stuff to review and somewhat fundamental so what is new here? What I was reminded of today was the maintenance that accompanies this skill set and the responsibility we are empowered with to use it appropriately. To effectively utilize this practice you must employ a healthy introspective review of situations, styles and results. I will go as far as to say that getting feedback from other leaders familiar with the organization is also another diligence that should accompany your review. Some leaders feel threatened at the thought of considering any post analysis of their leadership. Many will realize value in it and nearly all who engage in the practice will grow from the experience.How do you maintain and grow your situational leadership?
