Better Thinking

Situational Leadership Model

The Situational Leadership Model, developed by Hersey and Blanchard, emphasizes that leaders should adapt their leadership style based on team members’ competence and commitment to achieve optimal performance.

Categories
Team CollaborationManagement
Target Users
Business managersTeam LeadersEntrepreneurs
Applicable
Team managementLeadership developmentTalent cultivationorganizational change
#Leadership stype #team management #leadership development #management model

What is the Situational Leadership Model?

The Situational Leadership Model, created by Paul Hersey and Ken Blanchard, states that there is no single “best” leadership style. Instead, effective leaders adapt their approach depending on the competence and commitment of their team members.

In simple terms, it’s like shifting gears while driving: different road conditions (team states) require different gears (leadership styles) to move forward effectively.

Origin and Key Figures

  • Background: Developed in the 1970s during the rise of organizational behavior and leadership studies.
  • Founders: Paul Hersey & Ken Blanchard.
  • Notable Users: Companies like GE, IBM, and leadership training institutions worldwide.
  • Case Example: IBM integrated the model into its management training to improve how leaders support both new hires and experienced employees, boosting overall performance.

How to Use the Model

The model identifies four leadership styles, matched with employee development levels:

  1. Telling (Directing)
    • Clear instructions, close supervision.
    • For beginners with low competence but high enthusiasm.
    • Tip: Keep communication simple and straightforward.
  2. Selling (Coaching)
    • Explains the “why” behind tasks, provides encouragement.
    • For those with some ability but lacking confidence.
    • Tip: Offer positive reinforcement to build self-belief.
  3. Participating (Supporting)
    • Shared decision-making, less control, more support.
    • For capable individuals who lack motivation.
    • Tip: Listen to their needs and help them rediscover purpose.
  4. Delegating
    • Hands-off approach, members work independently.
    • For highly skilled, highly committed individuals.
    • Tip: Trust your team and avoid micromanagement.

Case Studies

  • Case 1 (Business):

    A startup hires several fresh graduates. The manager uses the “Telling” style with clear instructions and close monitoring to help them adapt quickly.

    Insight: New employees need direction and structure.

  • Case 2 (Teamwork):

    A project manager leads a team of experienced engineers and adopts the “Delegating” style, allowing them to work independently.

    Insight: Mature teams thrive with autonomy rather than control.

Strengths and Limitations

Strengths

  • Flexible and adaptable to different team conditions
  • Easy to understand and apply
  • Emphasizes “teaching according to talent”

Limitations

  • Relies heavily on leaders’ judgment, which may be biased
  • Less consideration of external factors (e.g., company systems, industry changes)

Common Questions

  1. How is this different from traditional leadership theories?
    • Traditional theories emphasize fixed styles (e.g., autocratic, democratic), while Situational Leadership focuses on adaptability.
  2. What if employees fall between two stages?
    • Leaders can mix styles within the same team, tailoring their approach to each individual.

Recommended Resources

Books

  • Management of Organizational Behavior — Paul Hersey & Ken Blanchard
  • The One Minute Manager — Ken Blanchard (practical and easy to apply)

Other Resources

  • Ken Blanchard’s leadership talks on YouTube
  • Harvard Business Review articles on adaptive leadership

Key Takeaway

Situational Leadership: adapt your style to fit the moment.