Ian,
You're battling for the two extremes, leaving no "gray" area, when we all know there is some and that's where the majority of us try and live. You claim there's either the "CEO/delegator" guy who holds as an absolute that he will only work his 40 hours, take weekends off and never be on site when needed because he wants to do something else, or there's the guys that step up on day one, say I'll be here before I'll eat, sleep, take care of my family or otherwise because I am the most passionate, hard-working guy you'll ever find and I love and want this job. While there may be each of these kinds of people, I don't think Steve or Bradley or anyone else is advocating for one or the other.
Look, every superintendent, construction/grow-in/maintenance or otherwise, knows when you sign up for the job that we deal with plants, and nature, both of which can be wildly unpredictable. We know there are some days, even days in a row, that we'll have to be on site for 10, 12, 14+ hours a day because conditions and situations deem it necessary. But there's also nothing wrong in knowing when the good days are, when everything goes right, all is in good hands, things are right on or ahead of schedule, and you can take a breath, go get a beer, have dinner with the kids, and sleep in a little the next morning. It may not happen often, but I agree with Steve that if you are a good manager, you hope it happens more than the days you find yourself running around like a chicken with your head cut off.
Requirement #1 of any superintendent is to be an expert agronomist. You've got to be damn good at growing grass. THAT'S your job. But following very VERY close behind is the ability to be an excellent manager. And that means so many things. It means knowing how to hire and train the right people so you can have confidence and faith in their abilities and so you don't have to be looking over their shoulder all day, or feel you absolutely need to be there if there's a project they need to work a little overtime on. It's about letting all the subs know the chain of communication, and letting your assistant, or foreman, handle the majority of the minute decisions and details so that you can also try to accomplish all your other duties besides managing construction. It means being good at purchasing, managing finances, timing deliveries and subcontracted projects so things run smoothly and efficiently. It also means knowing your limits, and avoiding burnout, and making sure you're not making crucial decisions on little to no sleep or on a stomach that hasn't seen food in 24 hours.
I agree with both of you. I agree more with Steve because the management style he describes is what I aspire to. I'm not there yet, because it takes a lot of time and work to build a crew you can trust and is well trained. And it takes time to know your job and the property so well that very little takes you by surprise. There are days I work dawn till dusk, but there are days I go home a bit early too. I don't believe anyone should live "on the extremes." But you are right as well in that construction and rennovation etc. are entirely different beasts, and do demand alot more attention, forethought, rapid response to problems and "babying" of the grass. But regardless, the point needs to be made that no super should ever be measured by the hours he puts in, but by the quality of his product. And that this old idea of "if you're not living, breathing, eating, and dying for the grass and the grass only you're a crappy or unfit super" needs to die. I absolutely LOVE my job and everything working on a golf course entails, but it will never be MY LIFE. A very large piece, probably the piece that I will spend the most time in my life absorbed in, but that does not make it the most important, and I never intend to treat it as such nor hope others measure me by that and that alone.