Now let’s have a look at a second, completely different model:
situational leadership.
This is the theory about the Chameleon leader.
The Chameleon leader adapts his or her style based on the situation.
This may sound a bit negative, but in a highly dynamic and networked world,
being adaptive can be very helpful.
In the following clip, we will illustrate the Chameleon leader.
Again, please carefully observe the behaviour of
the leader in this clip.
My function as a leader is to understand the dynamics of this world.
Yes, there are situations in which I will have
to stand firm.
I will have to put my foot down.
I will have to decide and I will have to announce sometimes unpopular measures.
There are situations in which back paddling and compromising are not an option.
I’ll stand up for that and I’ll defend that if needed.
And, yes,
there are situations when dialogue with people is key.
Because they know so much better than I do what the relevant new concepts are.
They have the expertise that I do not have.
I will listen, I will learn and then I will lead.
Let’s briefly reflect on situational leadership.
Jack is clearly adapting his style as soon as the situation and the people around him
are changing.
He is making a real effort to read the situation and to do what he feels is right.
But there are some issues with Jack’s style.
It is not clear if he is reading the situation well and if he is effective in his leadership.
We are left with the feeling that Jack does not really know who he is or what he is standing for.