A well-known surgeon was asked about his reputation for harsh and critical words for the teams that assisted his work in the operating room. These eruptions often occurred at critical moments when his instructions and actions depended on everyone executing flawlessly. The surgeon replied, “Everyone knows that’s not me speaking. That’s the situation speaking.”
If "the situation" was speaking when someone's life and/or health was on the line, it would have a calm, controlled, and assuring tenor. Any leader that wants to get the best out of their staff will treat them in a way that'll get the desired level of performance, not throw marbles under their feet.
If this surgeon worked at a place with a "no asshole" policy, he'd be gone. That he's still there and allowed to abuse the staff is a sign of weak leadership on the part of the hospital administration.
As a proponent of Situational Leadership, SLII to be specific, I would modify the statement, "The best leaders steadfastly refuse to allow situations to dictate the style in which they engage others." Bad behavior is never appropriate but different situations often require different leadership styles. It is critical that leaders engage others with different styles depending on the situation... in an appropriate and respectful way, of course.
Situational Leadership was developed in the late 60s by Ken Blanchard and Paul Hersey. Years later, Ken Blanchard applied some learning/experience and made a modification to the original model which is where the name Situational Leadership II (SLII) came from. A functioning situational leader is someone that assesses the development level on specific tasks or goals for an individual and then the appropriate mix of direction and support (the appropriate leadership style). This is an ever changing and dynamic process. There are a variety of ways a leader develop these skills.
If "the situation" was speaking when someone's life and/or health was on the line, it would have a calm, controlled, and assuring tenor. Any leader that wants to get the best out of their staff will treat them in a way that'll get the desired level of performance, not throw marbles under their feet.
If this surgeon worked at a place with a "no asshole" policy, he'd be gone. That he's still there and allowed to abuse the staff is a sign of weak leadership on the part of the hospital administration.
As a proponent of Situational Leadership, SLII to be specific, I would modify the statement, "The best leaders steadfastly refuse to allow situations to dictate the style in which they engage others." Bad behavior is never appropriate but different situations often require different leadership styles. It is critical that leaders engage others with different styles depending on the situation... in an appropriate and respectful way, of course.
Please say more about what a SLII is please.
How many assessments are done in order to know enough to be a functioning situational leader?
Is it a specific style or is this a general descriptor?
Situational Leadership was developed in the late 60s by Ken Blanchard and Paul Hersey. Years later, Ken Blanchard applied some learning/experience and made a modification to the original model which is where the name Situational Leadership II (SLII) came from. A functioning situational leader is someone that assesses the development level on specific tasks or goals for an individual and then the appropriate mix of direction and support (the appropriate leadership style). This is an ever changing and dynamic process. There are a variety of ways a leader develop these skills.