Situational Leadership
Attempt to combat the feeling of failure of the operation by the force of nature, putting at stake the ability to directly come to the fore in any situation.
The director Serghei Eisenstein will be proposed a novel adaptation of HG Wells' "War of the Worlds", project will be subsequently abandoned as too expensive. Negotiations are extended, but, because it is needed to obtain also Sovkino's agreement and the permission for Eisenstein to extend the stay beyond the borders of his homeland. Meanwhile Eisenstein also discusses about the material terms of the contract: Lasky wants only his cooperation, giving him a $ 500 weekly during the film subject is selected and then, from starting to produce it, $ 3,000 per week.
But Eisenstein categorically refuses to accept any agreement without the participation of Tisse and Alexandrov, whose presence was not interesting for Lasky. His condition leads almost to the breaking negotiations until finally Paramount initially gives him $ 900 a week, and he will pay himself its cooperators. It is a lovely friendly solidarity. *
Do you manifest your receptivity towards the demands of confirming a new content that you can only carry out by using an external source of content?
A leader will never accept to carry out a project, if that project is not designed as a mechanism with two speeds: a work of propagating arbitrary pulses (own judgment) and a regrouping of the forces of intervention for the optimization of response offers (judgment of others).
The situation when you are exposed to a set of orientations, with many feedback collections, stimulates receptiveness to the demands of confirming a new content that you can only carry out by using an external source of content. An external source of content can be a brilliant mind that goes beyond the appearance of things, a bearer of great values and qualities, a spirit of first-rank artistry, a unique example of virtuosity, a powerful writer or a man whose story impressed you enormously.
The situation in which you relate to a variety of experiences of partnership, exposed to the conditions of approval of certain amendments and supplements for a certain custom product, reflects not only a dependency on achievements entered on the line of an assumed ownership. But rather dependence on an external source of control of the way in which you evaluate yourself in the totality of a work from scratch to the completion stage.
Are you the owner of a knowledge that depends on the nature of its material, derived from experience and images that populate your senses and intelligence? Or are you the owner of a knowledge that depends on stimulation offered by feeding yourself with another vision?
Can you give a more pronounced note of authenticity to your creative experience according to the qualities and evolution of a pattern of your status that has conquered the audience by the simplicity and charisma with which it approached the values in which it believes strongly?
The man who imposes respect through experience and knowledge always stands as the final decision prominent factor in victories in battles won with various situations of vocational guidance. He gives a riposte to those who think they have the right to sabotage its authority.
The basic value of such a man, whose broad recognition status is based on the criterion "I know best what performance is", is not given by the usefulness of the vast knowledge he possesses, but also by the constant contribution of empathy and the determination he brings to the completion of a point of view that clarifies and supports its position on the influences around.
This is a kind of self-sustaining against the potential to change all of the other variables of interest by imposing new requirements, requests or rules, in favor of alliances that would guarantee independence to choose your own ways of achieving goals. The feeling of impaired functioning before aggressive factors of influence can be combated only through the force of character that commands respect, admiration, gratitude, professionalism.
Leadership is a demonstration of the difference between what you manage to plant in the hearts of the people around you and what they discover in you. All the time you pay the individual "insurance" contribution to professional progress in the account of your vision about world and business, in a way that does not violate anybody's rights, but that'll bring more freedom of action. This is the only way to rise above the condition of "limited".
A supreme proof of solidarity can be accepted as a sign that one that makes himself understood in terms of "I control the whole project" is about to recognize his value. How? To assimilate experiences from the exigency of restoring as soon as possible the full unity between what is given in an original manner (personal content) and the manner in which that something (that content) is presented in the form of other consciousnesses.
The content that gives value to your solidarity is related to what you manage to accomplish when others deviate from the course of your vision (jointly and mutually agreed), without diminishing the merits that have provided you with means of validation of creation representatively called: REPUTATION.
Situational Leadership is linked to leader’s traits or abilities with respect to various stakeholders. It mainly concerns the professional development stages where you are involved, enrolling more in the form of direct steps to assert or through "third party contractors" to achieve common goals.
It is about managing different situations to which you are exposed throughout career, which could cause your professional independence, or rather, your dependence on a particular approach, a foreign way of thinking, or another authority.
In different business circumstances you can acquire a sense of belonging to a common cause, or a sense of belonging to the outer, authoritative, thinking, which puts beyond any control, selfishness and constraints. Often we do not realize and we wonder why things do not work.
* Note: Ion Barna - Eisenstein, Youth Publishing House, 1966.
