Setting the Tone or Setting the Direction?
There is a tough balance between authentic leadership and situational leadership. We ask leaders to be true to who they are, while also asking them to adjust their approach to fit the situation or person at hand. When considering situational leadership, we tend to praise leaders and managers who are naturally resilient and flexible—if flexibility is your norm, and you are able to come back quickly in the face of adversity, it is somewhat easier to be authentic.
There is something, however, to be said for rigidity. In uncertain times, some people can crave the certainty and clarity that come from directive leadership. As a current example, while some push against mask mandates, when governments started to relax those mandates, many people complained about the lack of clarity. At work, in times of multiple demands, constraints that come from clear deadlines with consequences can help people focus and make tradeoffs more clearly.
When is it best to lead from behind and be a model, setting a tone that others can emulate? When is it best to be more directive and clearer, and provide certainty where it may be lacking? Many organizational leaders are struggling the question of whether to mandate the COVID-19, with exceptions for religious or medical reasons. Is it best to share the benefits of vaccination and hope people will comply, or in the face of vaccine hesitancy, is it best to just say, “if you want to work here, do this”?
These are questions both of personal values and social norms. In some leadership contexts, leaders may prefer to “live and let live”—if something doesn’t directly impact success, there is no reason to be directive. When the cause-and-effect is less clear, and when the question involves deeply held values, it can be hard to know what to do.
What’s a way through here? When there are no easy answers, ask questions. Getting curious about what is holding people back, or what is leading to their hesitation or resistance, makes us better managers and leaders. This is because the insights we gain allow us to start where someone else is, rather than where we want them to be.
In the end, starting where someone is right now is both authentic and situational leadership—it may make the journey longer, but is likely to be more successful in the end, because we took the journey together.
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How to Manage Remote Employees
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Team Training - Virtual or In-person
How to Manage Diversity in the Workplace
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Team Training - Virtual or In-person
Leadership, Team-Building and Coaching Skills for Managers and Supervisors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
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Dec 19
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Jan 6
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Jan 7
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- Dec 12, Oakbrook Terrace, IL
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A Crash Course for the First-Time Manager or Supervisor
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
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Dec 17
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Dec 18
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Jan 6
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Facilities Management - A 2-Day Comprehensive Course
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Dec 19-20
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Jan 6-7
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Jan 8-9
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Basic Accounting Skills for the Business Professional
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- HRCI: 5.5
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Dec 19
How to Supervise People
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- CPE: 6
- PDC: 6
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Dec 17
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Jan 8
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Jan 16
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Be the Manager Your Employees Want to Follow
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Dec 19
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Jan 8
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Jan 14
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+ 7 more dates
Transitioning to Supervisor
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Dec 13
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Dec 17
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Dec 18
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+ 36 more dates
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- Jan 15, Anaheim, CA
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Managing with Assertive Confidence
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Dec 12
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Dec 18
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Jan 10
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How Managers Become Great Leaders
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Dec 12
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Dec 13
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Dec 18
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- Mar 18, Sacramento, CA
- Mar 19, San Jose, CA
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The Indispensable Office Manager
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Dec 17
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Jan 7
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Jan 16
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Creative Leadership
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- HRCI: 5.5
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Dec 18
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Feb 5
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Feb 10
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Criticism & Discipline Skills for Managers and Supervisors
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- HRCI: 5.5
- PDC: 6
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Dec 18
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Jan 8
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Jan 16
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How to Supervise Bad Attitudes and Negative Behaviors
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- PDC: 6
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Dec 18
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Jan 9
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Jan 15
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Management & Leadership Skills for New Managers and Supervisors (2-Day)
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Dec 18-19
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Jan 7-8
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Jan 9-10
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Leadership & Management Skills for Women
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Virtual Seminars:
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Jan 7
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Jan 7
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Jan 15
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+ 33 more dates
Leadership & Management Skills for Women
- CEU: 0.6
- CPE: 6
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Jan 8
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Jan 15
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Jan 17
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+ 16 more dates
