The Situational Leadership model is based on the following:
- It is important to be aware of one’Äôs own preferred leadership style
- It is important to know how others perceive one’Äôs style of leading
- No one leadership style is appropriate for every employee or for every situation
- Each style is useful with specific people or during unique situations
- A successful leader will grow to identify which style is effective with certain situations
and certain people, and will be able to adapt his/her leadership style accordingly.
- An effective leader is knowledgeable about the needs, abilities, knowledge, and
willingness of the employees with whom he or she works.
Four Basic Leadership Styles as identified by the Situational Leadership Model
Style 1: Directing ’Äì Leader provides specific instructions and closely supervises task accomplishment.
Most appropriate with new employees, new tasks, situations where employees competence and willingness
are both low.
Style 2: Coaching ’Äì (previously known as ’ÄòSelling’Äô). Leader continues to direct and closely supervise task
accomplishment, but also explains decisions, solicits suggestions, and supports progress. Most appropriate
in two types of situations:
- Employee is motivated and willing but lacks competence. Leader is directive around the goal and around
expectations AND involves employee in task structure and task accomplishment. Leader also provides
high amounts of support, feedback, and praise.
- Employee is disillusioned (got into the task and realized it was more difficult or more involved than they
had anticipated). This leads to reduced confidence and reduced commitment. Leader behavior is same
as #1 above.
Style 3: Participating or Supporting ’ÄìLeader facilitates and supports subordinates’Äô efforts toward task
accomplishment and shares responsibility for decision-making with them. Most appropriate when employee
has competence and experience around the task, but lacks confidence in him/herself. Employee needs leader
to provide high amounts of supportive behavior and reducing amounts of directive behavior.
Style 4: Delegating ’ÄìLeader turns over responsibility for decision-making and problem-solving to subordinates.
Employee has a proven track record of successful task accomplishment in a given area, and does not need (or want)
leader to direct task structure. Employee needs leader to trust them and to allow them to work autonomously.
Employee needs leader to review/approve the goal(s) employee has set and to hold him/her accountable to them
via a clearly defined performance review process.
Contact usto find out about our Situational Leadership assessment and coaching program.
Or call us at 610-287-2989.
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