The Situational Leadership Model– How Adaptability Is the Key to Being a Successful Leader

Written by Stephanie Burford, PHR, HR Manager at Advisor HR

Being a leader is a complex skill that requires people to have a deep understanding of those around them while being able to navigate various situations effectively. All employees can be leaders regardless of their position and management responsibilities or title. Leadership is not defined by title, but by actions and influence.

One of the most important aspects of leadership comes with understanding your learners/the people you are working with. For example, how you would lead a new hire on a project versus how you would lead a seasoned employee on a project are two different approaches. Ask yourself:

1.        What is the specific task?

2.        How good is the individual’s demonstrated knowledge and skills?

3.        How good are their transferable skills?

4.        How motivated, interested or enthusiastic are they?

5.        How confident/self-assured are they?

To be a successful leader, Dr. Paul Hersey and Ken Blanchard developed the Situational Leadership Model. This model emphasizes that fact that leadership is not defined by a single style, but by the ability to adapt one’s approach based on the situation and needs of the people being led.

As you will see in the photo above, the model identifies four primary leadership styles: Directing (telling), Coaching (selling), Supporting (participating), and Delegating. It goes on to further exemplify how each behavior is associated with competency levels of the learner. To be a successful leader, recognizing and adapting to the appropriate leadership style based on the task, decision, or project the learner has been assigned is key. By adapting to the right style, this provides the learner with the highest probability of success in every situation. This can vary depending on the amount of directive (task-oriented) and support (relationship oriented) behavior a leader should demonstrate.

1.    Directing (Telling) – also known as guiding or telling. This learner has low competence, but high commitment. This is when learners have limited (if any) knowledge, experience, or skill on a topic. Or it is effective when there is a disaster that needs to be cleaned up. It requires close supervision by the leader to support them along the way, build their confidence, and identify and recognize signs of incremental progress. This style is typically short termed and intended to create movement. The learner is inexperienced, curious, optimistic, excited, eager, hopeful etc. What they need from their leader is clear goals, recognition, timelines, priorities, what does good look like, specific action plans. These will help the employees better understand what’s expected of them so they can do what they are told.

2.    Coaching (selling) - You have a learner who has low to some competence, and low motivation. This style is intended to create a buy-in understanding so the learner can re-shift their focus.  The employee may fall into this category because they are overwhelmed, confused, or maybe they are frustrated. 

3.    Supporting (Participating) - This style involves low directive behavior but high supportive behavior.  Rather than telling the learner what to do, how to do it, and when to do it by, the leader plays a supportive role focusing on active listening and building confidence. Creating a space where the learner is allowed make decisions and  then providing constructive criticism is important for the leader in this role. These types of learners have the knowledge and skill required to do the job, but may be self-critical, doubtful, capable, or insecure.

4.    Delegating – This is when a learner has high competence and high commitment. They can perform the task at a sustained and acceptable level while being both confident and motivated to do so. This is your seasoned employee, expert, or specialist. This is your go-to person when you need something to get done and done right without a lot of time from you. As a leader, they would fall into the delegating style with low directive behavior and low supportive behavior. The learner performs the task at or above expectations and has a level of intrinsic motivation that drives their ongoing commitment to excellence. A learner who may fall into this category is a self-reliant achiever. They are an expert, self-assured, confident and knows how to get the job done at the level it needs to be.

It’s important to understand that development levels of each member can change over time and are tasked to a specific person based on the task, decision, or project that you have assigned. As someone gets more comfortable on a specific topic, area, system, etc. your support level will change. Different situations require different leadership styles to bring the best results and ensure the highest probability of success.

Advisor HR is here to support! Whether it’s on leadership guidance, ISolved platform, or any other HR needs, we are one call away. Please reach out if you have any questions!