The Situational Leadership Model
Have you ever experienced a situation where a supervisor or manager’s behavior didn’t seem to match the circumstances? Imagine a restaurant where one wait staff is very tenured, and one wait staff is brand new to the field. The manager sets expectations for the shift in a casual, matter-of-fact way, without many details. This may work for the seasoned wait staff, but for the inexperienced person, this approach is likely to fail. When managers engage in a universal application of a single style of leadership, all too often it results in employees feeling disengaged and disconnected from the vision being conveyed. A popular reference to a one-dimensional leadership style is the deadpanning and emotionless demeanor of Bill Lumbergh in the 1990’s classic film, Office Space. Author Ken Blanchard, perhaps best known for his series “The One-Minute Manager,” partnered with Paul Hersey and Walter Natemeyer in 1979 to suggest the situational leadership model. Under this model, a leader is expected to adopt various styles and behaviors, dependent upon a number of factors such as personality, experience, power dynamics, and details of a given situation. The four domains of situational leadership are:Directing
This style provides the highest level of direction. A leader is asserting specific tasks, details, and other criteria for a project, and expects it all to be followed accurately. This style works well for projects that need to be completed to a specific protocol, or in situations where the leader needs to assume authority as the expert able to handle a crisis situation.Coaching
The next highest level of direction is provided in the coaching style. Coaching involves giving direction, but also taking employee feedback into account. Where directing is “just do it,” coaching is “do it, and I’m here for support if you need it.” Coaching works well for tasks where learning is taking place, or prior learning is being reinforced.Supporting
The supporting style is a lower-directive style of leadership, where a leader is primarily focused on providing recognition and feedback for the performance taking place. There is little direction being given – akin to a check-in or update meeting. The supporting style works well on tasks where employees are familiar with expectations, or in situations where the goal is to ensure all are still on the same page.Delegating
The lowest level of direction in the model is provided in the delegating style. When employees show autonomy and ability to perform highly without direction, a leader is able to assign duties otherwise reserved for them to those capable of taking on the extra responsibility. Delegating works best when a leader is confident in a person or team’s ability to get a task complete to expectations with no direct involvement, consistently. The key to the situational leadership model is to identify what style suits what person, team, or situation. It’s also important to note that multiple styles may be required for a single situation or person. Therefore, knowing the task and the team is critical to master this model. When executed well, situational leadership grants the ability to help employees feel supported when needed, heard, and empowered to perform independently where appropriate. An organizational consultant may suggest the situational leadership model as a way to improve overall motivation, productivity, and morale, based on information gathered from focus groups and other means of measuring employee experiences. Questions? Comments? Reach out
References:
Blanchard, K. H. (2008). Situational leadership: Adjust your style to suit the development level. Executive Excellence, 25(5), 19.Hersey, P., Blanchard, K. H., & Natemeyer, W. E. (1979). Situational leadership, perception, and the impact of power. Group & Organization Studies, 4(4), 418–428. https://doi.org/10.1177/105960117900400404