August has been a strange month in the UK. Life is trying to return to normal but the goal posts keep moving. One minute families try to arrange a last minute get-away to a ‘safe’ country, before the return to school. Next minute the country is no longer deemed safe and a two-week quarantine has been announced that might stop them getting to school anyway. That is, if schools do go back and parents feel reassured to let their children attend at all!
Throughout the Covid 19 period it is clear that things are changing on a daily basis but what most people are finding frustrating is the constant changes and the minimal notice on things that have huge impact on people’s lives. These factors give the impression that policy is being made in a reactive way and implies a lack of control. To some degree, there is no control in a new unfolding and unknown pandemic situation, but people need to feel secure in the knowledge that decisions are being taken in their best interests and that they are in fact being led.
I am reminded of the well-established principle of situational leadership (Goleman). This is now a relatively old model that sets out how different leadership styles are needed in different circumstances. We often say that times of crisis require a more authoritarian and prescriptive style not only to aid speed of decision making, but also to inspire confidence in others. Constantly changing course, without notice or rationale does little to reassure others that the leader is following a true belief or a higher goal.
How are you adapting your leadership style for the current situation?
What leadership style is needed in your context at the moment?
What do you learn about leadership through change from your current experiences?
Throughout the Covid 19 period it is clear that things are changing on a daily basis but what most people are finding frustrating is the constant changes and the minimal notice on things that have huge impact on people’s lives. These factors give the impression that policy is being made in a reactive way and implies a lack of control. To some degree, there is no control in a new unfolding and unknown pandemic situation, but people need to feel secure in the knowledge that decisions are being taken in their best interests and that they are in fact being led.
I am reminded of the well-established principle of situational leadership (Goleman). This is now a relatively old model that sets out how different leadership styles are needed in different circumstances. We often say that times of crisis require a more authoritarian and prescriptive style not only to aid speed of decision making, but also to inspire confidence in others. Constantly changing course, without notice or rationale does little to reassure others that the leader is following a true belief or a higher goal.
How are you adapting your leadership style for the current situation?
What leadership style is needed in your context at the moment?
What do you learn about leadership through change from your current experiences?
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