Effective School Management

particular occasion.
Basic orientation – sometimes known as ‘management approach’ – will remain
relatively constant. We can all think of people who tend to be ‘assertive’ in all
they do, who are concerned to explain to their subordinates exactly what is
wanted and how it is to be done and who tend to be intolerant of – or not to
listen to – ideas other than their own. On the other hand, we have met basically
‘solicitous’ people who want above all to maintain good relationships.
Behaviour, however, will vary – and should vary – according to
circumstances and people. As we shall see later, one of the characteristics of
those who truly have a high concern for both people and results is that they
should be able to adapt their behaviour according to the needs of the person
with whom they are dealing.
DOMINANT AND BACK-UP APPROACHES
Under stress people may move automatically from their so-called ‘dominant’
approach into a quite different approach, which is often referred to as their
‘back-up’ approach. For example, heads who are in the habit of doing what
they want without regard for the opinions of the staff may, if confronted, fall
into profusions of apology using phrases like: ‘Why didn’t you tell me?’, ‘I
had no idea you felt strongly about this’, ‘My door is always open.’ Such a
swing from assertive to solicitous is fairly common. Of course, once the crisis
has passed, such heads may well go on doing what they want, but discerning
members of staff will have noted the reaction for future use.
One should not count on this sort of reaction. In some cases, the dominant
approach grows even harder under challenge or stress. Furthermore, just as
in one individual an assertive approach may, when challenged, give way to a
solicitous or even passive back-up, some helpful and caring individuals can
turn into roaring lions if pushed too far.
SUITING BEHAVIOUR TO CIRCUMSTANCES
If we are to manage our relationships with parents, governors, colleagues,
superiors and subordinates, the important skill is to be able to suit our
behaviour to circumstances and individuals. This calls for ‘situational
sensitivity’ and ‘style flexibility’ (Reddin, 1971).
If there is a fire or other emergency, an assertive style by the leader is
probably highly appropriate – there may not be time to consult or to let

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THE MANAGER AS A LEADER
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people ‘do their own thing’. On the other hand, if a person is in distress, a
highly solicitous approach is probably best – ‘Forget your work, go home,
sort things out, and come back when you can.’ Such an approach may bear
rich rewards in terms of future loyalty and work.
RECOGNIZING INAPPROPRIATE BEHAVIOUR
While it is true that there are times when any of the range of behaviours may
be equally appropriate, we must remember that there are other times when a