Dear reader,

I challenge your thought about an improbable management situation (i.e. to exercise some of your consultant skills!)

Assume that someone – X – is adept of the situational leadership (X got trained, very well and X applies the method daily).
See http://en.wikipedia.org/wiki/Situational_leadership_theory for reference.

For its new position, X performs D4 (High Competence, High Commitment – They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader) and R4 (R4: Able and Confident and Willing – Follower has the ability to perform and is confident about doing so and is committed).

A new leader comes as “a hair on the soup” (French expression).

This leader does not behave S4 with him (S4: Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved) would feels him certainly very bad.

Some example from the reference : “For another example of a mismatch, imagine you’re handing over your duties to an experienced colleague before you leave for a holiday. You’ve listed all the tasks that need to be done and given him a detailed set of instructions on how to carry out each one. He is at level D4, and you’ve adopted S1. The work will probably get done, but your colleague will despise you for treating him like an idiot.”

During one the “refresh” training session, X has asked the trainer how to manage such situation. The trainer answer was definitive : “leader change style” or “follower leave”.

In this particular situation (D4/S4), trainer made a precision : “leader change style” is possible only if its natural management style is not S1 nor S2. In such case, no fucking way!

And you, how do you think X need to manage such situation ?