A Leader Needs to Be Flexible: An Enduring Model of Leadership

Understanding Situational Leadership: Adapting Management Styles to Meet Employee Needs

In the constantly evolving world of business, one thing remains clear: leadership is not a one-size-fits-all endeavor. This understanding is at the heart of the Situational Leadership Model, developed by Paul Hersey and Ken Blanchard in the late 1960s. Introduced as a practical framework for managers, the Situational Leadership Model challenges the notion of a single “best” leadership style. Instead, it emphasizes the importance of adapting leadership behaviors to meet the specific needs of individual employees and the demands of different situations.

The Core Concept: Flexibility in Leadership

At the core of the Situational Leadership Model is the idea that effective leadership is contingent on the maturity level or development stage of the employee being managed. Hersey and Blanchard defined maturity not by age, but by the employee’s competence (ability to perform a task) and commitment (willingness to take on responsibility). The model outlines four distinct leadership styles that a manager can employ, depending on where their employees fall within these two dimensions:

1. Telling (S1): For employees with low competence and high commitment (new or inexperienced workers), a directive approach is often necessary. The leader focuses on providing clear instructions and closely supervising the work to ensure tasks are completed correctly.

2. Selling (S2): As employees gain some competence but still lack the full confidence or motivation to take on tasks independently, leaders should adopt a more persuasive approach. This involves explaining decisions, encouraging feedback, and building buy-in while still providing direction.

3. Participating (S3): When employees reach a level of moderate to high competence but may have varying levels of commitment, leaders should shift to a more collaborative style. This involves sharing decision-making responsibilities, providing support, and encouraging greater participation from the employee.

4. Delegating (S4): For highly competent and committed employees, the leader’s role is primarily to delegate tasks and allow the employee to take ownership. Here, the leader provides minimal guidance, trusting the employee to manage their responsibilities effectively.

Application in the Workplace

The Situational Leadership Model offers a flexible approach that allows managers to tailor their leadership style to the specific needs of their team members. For example, a new employee might require a Telling approach when first learning the ropes, but as they gain experience, the manager might transition to a Selling or Participating style to foster independence and engagement.

This adaptability is particularly valuable in today’s dynamic work environments, where teams are often diverse in terms of experience, skills, and motivations. By recognizing that different employees require different types of leadership, managers can better support their team’s development and enhance overall performance.

Practical Examples of Situational Leadership

As an example, let’s consider a regional sales team with varying levels of experience among its members. A new hire, fresh out of college, might initially benefit from a Telling style of leadership. The sales manager would provide detailed instructions on how to approach clients, structure sales pitches, and use the company’s CRM system. As the new hire becomes more comfortable with these tasks, the manager might shift to a Selling style, where they explain the reasoning behind sales strategies and encourage the new hire to start making independent decisions.

On the other hand, a seasoned sales associate who has been with the company for years and consistently meets or exceeds their targets would likely require a Delegating approach. The manager would trust this employee to manage their own client interactions and sales strategies, stepping in only to provide support or address specific challenges.

In this way, Situational Leadership allows managers to be both effective and responsive, ensuring that each team member receives the level of guidance and support that matches their current needs.

The Lasting Legacy of Situational Leadership Theory

Since its introduction in the 1960s, the Situational Leadership Model has become one of the most widely used frameworks in leadership training and development. I even taught a course on this a few years ago. Its enduring appeal lies in its simplicity and flexibility, offering a practical tool that can be applied across industries and organizational levels.

The legacy of Situational Leadership is evident in its continued relevance in today’s complex business environment even though its specific recommendations have not been fully supported by research. As organizations become more agile and employee expectations evolve, the general need for adaptable leadership is more important than ever. Leaders who can assess the readiness and needs of their team members—and adjust their approach accordingly—are better equipped to drive performance, foster growth, and build strong, resilient teams.

In an era where leadership demands are constantly shifting, the Situational Leadership Model provides a timeless guide for managers seeking to navigate the diverse challenges of leading people. By embracing the principles of this model, today’s leaders can continue to meet the needs of their teams and organizations, just as effectively as they did when the theory was first introduced.