Situational Leadership: Adapting to Your Team's Needs
As a family-owned company operating in 21 markets with 45 years of experience, we continually refine our leadership skills and can help you understand and implement situational leadership.
What is Situational Leadership?
Situational leadership focuses on the individual rather than the entire department or organization. The leader adjusts their behavior to suit each team member, or follower, as they are often referred to in this context. Employees are assessed based on their competence and engagement levels. The goal is to provide each team member with the conditions they need to develop and reach their full potential.
The Four Development Levels in Situational Leadership
The situational leadership model includes four development levels, each representing a different combination of competence and engagement. For example, a new hire may be highly motivated but lack work experience, while a long-term employee may be dissatisfied with their job and lack motivation. These two individuals require different leadership styles to become self-sufficient and highly motivated at work.The model helps leaders track each employee's development and adjust their leadership style as the situation changes.
Development Levels:
D1 – Low Competence, High Commitment: This person is enthusiastic about their work but has little or no experience.
D2 – Low to Some Competence, Low Commitment: This employee is disillusioned and passive, lacking motivation.
D3 – Moderate to High Competence, Variable Commitment: This person is skilled at their job but unsure of their abilities.
D4 – High Competence, High Commitment: This employee is self-reliant, results-oriented, and highly motivated.
Leadership Styles in Situational Leadership
Leadership styles in situational leadership involve how tasks are assigned and how communication between leader and employee occurs. The leader’s availability and the type of working relationship established are part of the leadership style. The two primary behaviors are directive and supportive.
The situational leadership model shows how much direction and support should be given in different situations.
Leadership Styles:
S1 – Directing: High directive, low supportive behavior. The leader explains how tasks should be done.
S2 – Coaching: High directive, high supportive behavior. The leader explains why tasks are done a certain way and motivates the employee.
S3 – Supporting: Low directive, high supportive behavior. Decisions are made jointly by the leader and employee. The leader inspires and motivates.
S4 – Delegating: Low directive, low supportive behavior. The employee has a high degree of autonomy and provides necessary resources.
Matching Development Levels and Leadership Styles
By first evaluating which of the four development levels best describes the employee’s situation, the leader can choose the corresponding leadership style. For example, a new hire with low competence but high commitment is at D1. In this case, a directing leadership style (S1) is appropriate.
Benefits and Challenges
Advantages of Situational Leadership
Adaptability: Situational leadership allows leaders to tailor their approach to individual needs, fostering growth and development.
Clear Guidance: The model provides clear instructions on how leaders should behave in common situations.
Balanced Autonomy: It helps leaders know when to take control and when to grant autonomy.
Challenges of Situational Leadership
High Demands on Leaders: Leaders must be highly flexible and accurately interpret each employee’s situation.
Focus on Individuals: The model emphasizes individual leadership, which may not be practical in situations requiring group management.
Perceived Outdated: Some critics argue that the theory is outdated and not suitable for modern organizations.
Summary
Situational leadership, developed by Paul Hersey and Ken Blanchard, is a leadership model based on assessing an employee’s development level and adapting the leadership style accordingly. The goal is to help employees develop their engagement, motivation, and competence. While it offers clear guidance and adaptability, it also places high demands on leaders and may not suit all organizational contexts.
