Professor Roy Lauter, a native from the hills of eastern Kentucky, has a special ability to turn a phrase. As the advisor for student government at Asbury College, when Prof. explained his leadership style and philosophy to the new members of the student body Executive Committee he always said, “You can do whatever you want, as long as it’s not illegal or immoral…”
My junior year, I was elected student body Vice President for Governance in student government at Asbury College. As such, I served on the Student Body Executive Committee (EC), which worked closely with Prof. Lauter. We tackled issues that student government organizations confront: concerts, parking, cafeteria issues, services for commuter students, raising awareness of political issues, rewriting the student body constitution, tussling with the student newspaper, and representing the students to the faculty and trustees.
No matter what, Prof. maintained, “you can do whatever you want, as long as it’s not illegal or immoral…” He wasn’t taking a laissez faire, “I don’t care” attitude, but demonstrating a situational approach to leadership.
Situational leadership theory states that a leader’s style depends upon the development level of his or her subordinates. Developing followers respond to a directive leader. Moderately developed followers respond to a coaching or supporting leader. Highly developed followers need only a delegating leader.
At times, Prof. would direct us as to how to accomplish our goals. Sometimes he would coach us. But most often, he allowed the EC to do as we thought best, even when he knew our efforts would fail. He understood that trust and learning from mistakes allowed us grow as leaders.
Ultimately, the goal of a good leader is to develop the skills and abilities of his or her followers. Leaders can help subordinates improve. Often it takes just the right kind of leadership to move a follower from developing to developed. How about you?
My junior year, I was elected student body Vice President for Governance in student government at Asbury College. As such, I served on the Student Body Executive Committee (EC), which worked closely with Prof. Lauter. We tackled issues that student government organizations confront: concerts, parking, cafeteria issues, services for commuter students, raising awareness of political issues, rewriting the student body constitution, tussling with the student newspaper, and representing the students to the faculty and trustees.
No matter what, Prof. maintained, “you can do whatever you want, as long as it’s not illegal or immoral…” He wasn’t taking a laissez faire, “I don’t care” attitude, but demonstrating a situational approach to leadership.
Situational leadership theory states that a leader’s style depends upon the development level of his or her subordinates. Developing followers respond to a directive leader. Moderately developed followers respond to a coaching or supporting leader. Highly developed followers need only a delegating leader.
At times, Prof. would direct us as to how to accomplish our goals. Sometimes he would coach us. But most often, he allowed the EC to do as we thought best, even when he knew our efforts would fail. He understood that trust and learning from mistakes allowed us grow as leaders.Ultimately, the goal of a good leader is to develop the skills and abilities of his or her followers. Leaders can help subordinates improve. Often it takes just the right kind of leadership to move a follower from developing to developed. How about you?
