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Leading teams today isn't about barking orders from the corner office anymore. Here's the reality: workers come to the workplace with different levels of skills, motivation, and confidence. What works perfectly for one person can completely demoralize another.
That's where situational leadership comes in—and it might just revolutionize how you manage your team. This approach teaches you to read the room and adjust your leadership style based on who you're working with and what they need to succeed.
Want to know how to unlock your team's full potential? Let's dive into this game-changing leadership model that's been helping managers build stronger, more effective teams for decades.
What is situational leadership?
Here's the core idea: there's no single "best" way to lead everyone. Situational leadership is a management theory developed by Paul Hersey and Ken Blanchard back in the late 1960s. The theory argues that effective leaders are like skilled dancers—they adapt their moves to match the music and their partner.
According to the model, leaders should shift between four main styles: telling, selling, participating, and delegating. The key is matching your approach to each team member's competence and commitment level. Think about it this way: you wouldn't teach a toddler to ride a bike the same way you'd coach an experienced cyclist, right?
The beauty of this approach? It's all about flexibility. Instead of forcing everyone to adapt to your style, you meet people where they are and help them grow from there.
The backstory: Why this model emerged
The situational leadership model didn't appear in a vacuum. It emerged during the late 1960s when management thinking was shifting from rigid, top-down hierarchies to more human-centered approaches.
Paul Hersey and Ken Blanchard introduced this groundbreaking concept in their 1969 book "Management of Organizational Behavior." What made their approach revolutionary was simple: they recognized that people aren't one-size-fits-all, so leadership shouldn't be either.
The model caught fire quickly, spreading through businesses, military organizations, and educational institutions. Why? Because it actually worked. Leaders who embraced this flexible approach saw real improvements in team performance and job satisfaction.
Core principles that make it work
Before we get into the specific styles, let's talk about what makes situational leadership tick.
Here are the fundamental principles:
- No cookie-cutter solutions. Every person and situation is different. What motivates your star performer might frustrate your newest hire, and that's perfectly normal.
- It's about direction and support. Think of leadership as having two dials—one for giving specific instructions (direction) and another for providing encouragement and involvement (support). The art is knowing how to adjust both dials for each person.
- Growth is the goal. The ultimate aim isn't to control people—it's to guide them toward independence. As team members develop their skills and confidence, you gradually hand over more responsibility.
- Communication is everything. This approach requires constant check-ins, feedback, and honest conversations. You can't lead situationally from behind a closed door.
The four leadership styles: Your toolkit
Think of these four styles as tools in your leadership toolkit. Each serves a specific purpose, and knowing when to use which one can transform your effectiveness.
1. Directing (Telling) — S1
When to use it: With brand-new team members or when someone lacks both skills and confidence for a specific task.
What it looks like: You provide step-by-step instructions and keep a close eye on progress. Communication flows mainly one way—from you to them.
Real example: A new software developer joins your team. They're eager but don't know your coding standards or tools yet. You assign specific tasks, explain exactly how to complete them, and check in daily. As they learn the ropes, you'll gradually ease up on the oversight.
2. Coaching (Selling) — S2
When to use it: When someone has some skills but their enthusiasm is waning, or they're feeling overwhelmed.
What it looks like: You still provide clear direction, but now you're also listening to concerns, answering questions, and providing encouragement.
Real example: That same developer now understands the basics but feels frustrated by a complex project. You explain the strategy and timeline while also inviting their input and addressing their concerns. You're building both competence and confidence.
3. Supporting (Participating) — S3
When to use it: With team members who have the skills but might lack confidence or motivation.
What it looks like: You step back from giving orders and instead facilitate decisions. They have the expertise; you provide the encouragement and remove obstacles.
Real example: An experienced marketer feels uncertain about a new campaign approach. Instead of dictating the strategy, you ask them to develop the plan and offer yourself as a sounding board. Your role is to support their decision-making, not make decisions for them.
4. Delegating — S4
When to use it: With your high performers who have both the skills and the drive to succeed independently.
What it looks like: You set the vision and get out of the way. These team members thrive with autonomy and trust.
Real example: Your senior project manager has successfully delivered multiple complex initiatives. You give them a new cross-functional project and trust their judgment completely. You're available if they need you, but you don't micromanage.
Related Read: How Leadership Competencies Build Effective Leaders in 2025
Reading your team: The development levels
Here's where things get interesting. According to research, leaders who adapt their style to team members' developmental needs can see up to 20% increases in engagement and performance. But first, you need to accurately assess where each person stands.
D1 – The Enthusiastic Beginner
What you'll see: High motivation, low competence. They're excited to start but lack the skills or knowledge to perform effectively.
Your approach: Use the directing style. They need clear instructions and close supervision, but don't crush their enthusiasm with criticism.
D2 – The Disillusioned Learner
What you'll see: Some competence, but commitment is dropping. Reality has set in—the task is harder than they thought.
Your approach: Switch to coaching. They need both guidance and encouragement to push through this challenging phase.
D3 – The Capable but Cautious Performer
What you'll see: They have the skills but may lack confidence or motivation. They're competent but hesitant.
Your approach: Use the supporting style. Focus on building their confidence and involving them in decisions.
D4 – The Self-Reliant Achiever
What you'll see: High competence and high commitment. They're ready to take full ownership.
Your approach: Delegate freely. Give them autonomy and trust their judgment.
The secret sauce: Matching style to situation
Here's the crucial part that trips up many leaders: the same person can be at different development levels for different tasks. Your star salesperson (D4 in client relationships) might be a D1 when learning new software. Your tech wizard might be confident with coding but nervous about presenting to executives.
A 2022 study found that situational leadership had a 61% positive effect on job satisfaction and a 50.4% positive effect on employee performance. The key? Leaders who successfully match their style to each person's development level for each situation.
Making it work: Implementation tips
Ready to put this into practice? Here's how successful leaders make situational leadership work:
1. Start with honest assessment. Before every significant interaction, ask yourself: "For this specific task, what's this person's competence level? How motivated are they?" Don't assume—ask questions and observe.
2. Communicate your approach. Explain why you're using a particular style. "I'm going to be pretty hands-on with this project initially because it's new territory for all of us, but as we learn, I'll step back."
3. Stay flexible and watch for changes. People don't stay at the same development level forever. Keep your radar up for signs that someone is ready for more (or less) independence.
4. Develop your coaching skills. As management legend Peter Drucker once said: "The most important thing in communication is hearing what isn't said". Effective situational leaders become skilled at asking good questions, giving constructive feedback, and creating safe spaces for growth.
Related read: How Leadership Vulnerability Drives Performance & Trust
5, Involve your team in the process. Encourage people to self-assess. Ask questions like: "How confident do you feel about this project?" or "What kind of support would be most helpful?"
ThriveSparrow’s feedback platform helps managers master situational leadership in real time — with AI-powered insights that reveal each team member’s competence, confidence, and engagement levels, so leaders can instantly adapt their approach.
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Benefits of Situational Leadership
Organizations that embrace situational leadership consistently report several key improvements:
1. Higher job satisfaction and performance :
Research shows this approach creates more engaged, productive teams. When people feel understood and supported appropriately, they naturally perform better.
2. Better communication and trust :
The model requires ongoing dialogue between leaders and team members. This builds stronger relationships and clearer expectations.
3. Faster skill development:
By gradually increasing autonomy as people grow, you're actively developing future leaders. Your team becomes more self-sufficient over time.
4. Greater adaptability:
In today's fast-changing business environment, leaders who can quickly assess and adapt have a huge advantage.
Your next steps
Situational leadership isn't a rigid formula—it's a mindset and skill set that develops over time. Here's how to start:
- Begin with self-awareness. What's your natural leadership style? Where do you tend to over-direct or under-support?
- Practice the assessment process. Start paying closer attention to your team members' competence and commitment levels for different tasks.
- Experiment gradually. You don't need to overhaul your entire approach overnight. Try adjusting your style with one or two team members and see what happens.
- Ask for feedback. Check in with your team about what's working and what isn't. They'll tell you if you're on the right track.
Related Read: Employee Feedback Loop: Strategies That Work in 2025
Takeaways
In today's rapidly changing workplace, rigid leadership approaches simply don't work anymore. Teams are more diverse, projects are more complex, and the pace of change keeps accelerating. Situational leadership gives you the flexibility to navigate this complexity while developing stronger, more capable teams.
This is where platforms like ThriveSparrow become invaluable—by providing, 360-degree feedback, performance insights, and smart goal tracking. It turns leadership flexibility into action — giving managers the data, insights, and confidence to lead each person the way they need to be led.
The most successful leaders aren't those who stick rigidly to one style. They're the ones who can read the room, assess individual needs, and adapt their approach to bring out the best in every team member. When you master situational leadership, you're not just managing people—you're developing them, and that makes all the difference.
FAQs
1. What exactly is situational leadership?
It's a flexible management model where you adjust your leadership style based on each team member's competence and commitment level for specific tasks. Instead of using one approach for everyone, you match your style to what each person needs to succeed.
2. What are the four main leadership styles?
The model includes directing (providing clear instructions), coaching (combining guidance with support), supporting (sharing decision-making), and delegating (handing over responsibility). You choose the style based on the person's development level.
3. How do I figure out someone's development level?
Look at two things: their competence (skills and knowledge) for the specific task, and their commitment (motivation and confidence). A person might be highly developed in one area but need more support in another.
4. What are the main benefits of this approach?
Research shows situational leadership can improve job satisfaction by 61% and employee performance by 50.4%. It also builds better communication, faster skill development, and more adaptable teams.
5. How is this different from other leadership styles like transformational leadership?
While transformational leadership focuses on inspiring people toward a shared vision, situational leadership is about adapting the amount of direction and support you provide. You can actually use both approaches together—inspiring change while adjusting your style to individual needs.
