As the name suggests, situational leadership recognizes that no one leadership style is best suited, a good leader understands the situation and adapts his/her leadership style to the situation. The ability to adapt the leadership style to the situation, ensures that the work gets done.
Situational Leadership was developed by Dr. Paul Hersey, author of “The Situational Leader,” and Kenneth Blanchard, author of “One-Minute Manager”. It is also referred as the Hersey-Blanchard Situational Leadership Theory.
Situational Leadership Styles
Per situational leadership theory, there are 4 primary leadership styles
- Telling (Directing) (S1) – In this style, leader tells the followers/team what to do, when to do and how to do. This style is pretty much leader driven. High task-based direction and low support on relationship.
- Selling (Coaching) (S2) – In this style, leader gives ideas on what to do and how to do and also works on ensuring that the team members buy into the ideas. This is also leader driven however there is much more engagement between leader and followers. High task-based direction and high support on relationship.
- Participating (Supporting) (S3) – In this style, leader takes more supporting role and followers takes active lead in coming up with ideas and making decisions. This style is follower driven. Low task direction and high support on relationship.
- Delegating (S4) – In this style, leader is neither in supporting role or nor in directive role. Work is driven independently by followers. Low support on relationship and low task direction.
Now the question is that in what situations should a leader apply what leadership style?
Performance Maturity
To answer this question, situational leadership theory gives is 4 maturity levels of individuals or groups
- M1 – at this level, members lack competence, they do not quite have the skills and knowledge to undertake the work. Since they lack competence, they are also unwilling to undertake the tasks by themselves.
- M2 – at this level, members are motivated and enthusiastic but they lack the skills and knowledge to undertake the work.
- M3 – at this level, members have the ability to undertake the work but they lack the willingness to take responsibility of the work.
- M4 – at this level, members have the ability, as well as willingness to take responsibility of the work.
Given the maturity levels, let us get back to the question – which leadership style to apply when?
Situational leadership theory suggest that leaders should match the leadership style based on the maturity levels of the members they are leading. Here is how the theory maps maturity level to leadership style
- M1 low maturity – S1 Telling or Directing style: When the group is at low competence and unwilling to undertake the work themselves, telling them what to do and how to do, is very likely to help them gain skill, knowledge and confidence over a period of time. This is more likely to help improve the motivation as members gain confidence.
- M2 medium maturity – S2 Selling or Coaching: When group members are enthusiastic and willing to undertake the work but you as leader know that they still do not have the skills and knowledge to deliver quality, selling style of leadership will help build capability.
- M3 medium maturity – S3 Participating or Supporting; When you as a leader know that you group members are capable to undertake the work but they are scared of taking responsibility, your supporting leadership style will empower them to take charge of situation, learn from their decisions and eventually learn to take responsibility.
- M4 high maturity – S4 Delegating: When you as a leader know that your group members are not just capable to undertake the work, they are also motivated to take the responsibility of the work, this is when you use delegate leadership style where you let the group members take charge of the work completely.
