I would like to have some comments on the following hypotheses:
1.The model is based on a vertical relationship between a boss and his
subordinate(s). These kinds of relationships are rapidly getting out of
date. More and more the boss is becoming a manager with no formal
authority over his (or her!) co-workers. Therefore, the actual value of
the model is declining.
2.In the more traditional organizational structures, like the simple
structure and the machine-bureaucracy (according to Mintzberg), the model
is expected to be more applicable than in organizations which have
characteristics of a professional bureaucracy or an adhoccracy.
3.An organization should be in the pro-active state (according to Burns &
Nelson) for the Situational Leadership model to be usefull in all its
aspects. (In the reactive state one should observe a strong bias towards
the S1 behaviour, and in the high performing state one should observe a
bias towards S4 behaviour.)
Since it is almost impossible that I am the only one currently studying
and evaluating this model, I would like to get in touch with other people
who know anything about recent developments in this theory.
Although you can always react on my questions in this discussion group,
you can also use my private e-mail adress: wittebol@noord.bart.nl
I would be most thankful to anyone who reacts on my questions.
Friso Wittebol
--Pim Verver <ilc@debaak.nl>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>