What is Situational Leadership

Situational Leadership is a flexible, adaptable style of leadership that determines whether a manager is more directive or supportive, based on the individual needs of their employees. Simply put, effective leadership is not the same for everyone: people within an organization differ from one another. While some need more support and direction, others need just the opposite. At different stages of a person’s career, different types of leadership are needed

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What is the Situational Leadership Model

The Situational Leadership model is based on the Hersey-Blanchard Situational Leadership theory, after the developers of this theory: Dr. Paul Hersey, author of “The Situational Leader,” and Kenneth Blanchard, author of “One-Minute Manager.”

Leadership styles

Hersey and Blanchard proposed that there are four primary leadership styles:

Situational Leadership: Narrator (S1)

Team members with the lowest level of performance readiness require the highest level of attention. For example, this leadership style is typically used when someone is new to their role, not a self-starter, or not up to standards. When an employee cannot make decisions on his or her own, a supervisor gives the orders. He/she sets clearly defined goals and deadlines and also regularly monitors progress

This leadership style in practice:

• • Explain in detail the purpose of a task or project.

• • Give specific information about who should be involved.

• • Go into detail about the best practices to get the job done.

• • Make decisions for the employee as a way to get him to learn.

• • Do all the talking (leave little or no room for conversation).

• • Please ask additional clarifying questions after giving instructions.

• • Explain where team members can get additional help, if needed.

Situational Leadership: Salesperson (S2)

Sales leader act as influential, supportive figures for those who show an interest in learning how to do a task well. This Situational Leadership style is used to provide motivation, cultivate buy-in, and build trust. In essence, a selling leader proves himself as someone who is able to lead his team members. We described this leadership style in detail in our article on unlocking potential with the coaching leader

This leadership style in practice:

• • Still explain in detail everything the team member needs to do.

• • Be the primary decision maker.

• • Give team members the opportunity to ask questions as part of the conversation.

• • Have more of a two-way discussion about what needs to be done.

• • Demonstrate recognition for the things the team member does well.

• • Correct where necessary, aiming for steady improvement over time.

Situational Leadership: Participant (S3)

A participating leader creates an environment where input is welcome. Although the employee in question may be more experienced and skilled than those who need the storytelling or selling style, they still need support. When practicing this style, practical leaders let the team member do the decision making, but help as needed

This leadership style in practice:

• • Request input from team members.

• • Actively listen to make sure you understand them.

• • Give recognition for special achievements.

• • Let team members make important decisions.

• • Note what skills and abilities team members already excel in.

• • Create an environment where people feel comfortable taking risks and trying something new.

• • Have active conversations with team members about different strategies.

Situational Leadership : Delegate (S4)

This Situational Leadership style is practiced when dealing with experienced, competent and motivated team members. With delegation, team members are given the highest level of autonomy because they have proven that they can successfully manage themselves. With this type of employee, managers can be more hands-off, but still provide support when the person needs it

This leadership style in practice:

• • Give primary control to team members.

• • Take a hands-off approach to all decision-making.

• • Give an overall vision of what the team needs to achieve.

• • Provide resources and guidance only when called upon.

• • Control progress without interfering with daily tasks.

• • Give praise and recognition when goals are achieved.

Situational Leadership Requires Adaptability

For Situational Leadership to work, the leader must always take into account what his followers need. In this sense, the situational approach puts team members at the center. A situational leader knows he must be flexible depending on who he is working with and what the circumstances are. As such, Situational Leadership uses the most effective method at any time

When to use Situational Leadership

Situational Leadership works best when productivity counts. By working closely with each member of the team, Situational Leadership gets the most out of them. In this sense, you maximize the potential of each team member. You base what each person can do on their skill level. Even if you have a team with significant differences in skill level, experience, motivation, and confidence, you will prefer a more flexible strategy. Situational Leadership excels at tailoring the approach to each person

When not using situational leadership

Situational Leadership is not the best option when people want to work toward long-term goals: Situational Leadership tends to focus on short-term issues. In many ways, a situational leader will emphasize individual tasks that need to be handled immediately. Although some approaches have more long-term goals in mind, Situational Leadership tends to look at the here and now

Situational Leadership: Steve Jobs

“There is no point in hiring smart people and telling them what to do; we hire smart people so they can tell us what to do.”

Cofounder of Apple, Steve Jobs, was a multifaceted leader, and so it is difficult to categorize his leadership style. Based on the way he led others, he was probably a situational leader. His behavior and actions really depended on the situation and individual he was dealing with at the time. Although he was an incredibly inspiring CEO, he also lacked a high degree of emotional control. When he used the “narrator” leadership style, Jobs could speak with cutting directness. His example shows that even excellent leaders have room for improvement. Using these leadership styles is a process that requires dedication and the constant pursuit of growth and development