Taking the established format of a simple story, which is based around the characterisation of the One Minute Manager principles in the form of a person, this narrative explains how to lead a diverse team effectively.
For every leader in education, at a classroom to an institutional level, the text offers a coherent leadership framework. The Situational Leadership II process ties in well with aspects considered in the NPQSL Succeeding in Senior Leadership and Leading Change for Improvement modules, both of which provide strong research cross-references to assess the value of this approach.
The Situational Leadership II paradigm has a clear set of descriptions for the point of development that a person may be in, from being highly motivated but lacking knowledge, through to be both well motivated and well informed. Each of the four stages of development has a matching form of leadership, from direction through to delegation. The descriptors are applicable when the goals concerned are well aligned and mutually comprehensible. The situational leader works on the basis of appreciating that the same person can be at different levels of development with different tasks, and therefore require a variety of leadership styles in order to function effectively. This aspect of one minute management seemed the least well explained as the concept of regular one to one conversations was not detailed enough to show how multiple leadership styles might function well in that context.
As with all of the One Minute Manager series, this Leadership one carried a high degree of moral integrity and placed a premium on valuing the worth and potential of every individual. There is certainly no place for exploitation and trickery in Blanchard's books. It is also worth acknowledging that there is no correlation between something being simple and it also being easy. The principles of this book are simple and can be appreciated in the short time that it takes to read it but putting them into practice demands application, reflection and humility.