Key Takeaways
– The Situational Leadership Model (Hersey–Blanchard) says there is no single “best” leadership style; effective leaders adapt their approach to the follower’s maturity (ability and willingness).
– The model describes four follower maturity levels and four corresponding leader styles: Telling, Selling, Participating, Delegating.
– Effective use requires quick, accurate assessment of followers, clear communication, and willingness to change style as followership develops.
– Strengths: flexible, simple to learn, relationship-oriented. Limitations: puts high decision burden on the leader, may conflict with organizational constraints, and can be misapplied when leader assessment is poor.
Understanding the Situational Leadership Model
The Situational Leadership Model, developed by Paul Hersey and Ken Blanchard, is an adaptive framework that links leadership behavior to followers’ developmental readiness for a given task. Instead of prescribing one “right” style, it proposes leaders choose how much direction (task behavior) and support (relationship behavior) is appropriate based on the follower’s competence and commitment.
What the model focuses on
– Follower readiness (maturity): the follower’s ability and willingness to perform a specific task.
– Leader behaviors: the amount of directive guidance (task-focused) and socio-emotional support (relationship-focused) the leader provides.
– Matching: selecting a leadership style that matches the follower’s current maturity for the task, and shifting styles as the follower develops.
The Four Follower Maturity Levels (often called M1–M4)
– M1 — Low maturity: lacks ability and willingness (unable, insecure or unwilling).
– M2 — Low-to-moderate maturity: some competence but low commitment; may be discouraged or lacking confidence.
– M3 — Moderate-to-high maturity: able but inconsistent commitment; capable yet may lack confidence or motivation.
– M4 — High maturity: able and willing; competent, confident, and motivated.
The Four Leadership Styles (S1–S4) and how they map to maturity
– S1 — Telling (High task, Low relationship)
– Leader gives specific instructions and closely supervises performance.
– Best for M1 (followers who need clear direction and supervision).
– S2 — Selling (High task, High relationship)
– Leader still directs but explains decisions and uses two-way communication to build buy-in.
– Best for M2 (followers have some skill but need motivation and clarification).
– S3 — Participating (Low task, High relationship)
– Leader shares decision-making, facilitates, and supports; less direction, more collaboration.
– Best for M3 (followers competent but need encouragement or involvement).
– S4 — Delegating (Low task, Low relationship)
– Leader entrusts responsibility, monitors results at a distance.
– Best for M4 (followers both competent and committed).
Applying the Situational Leadership Model — Practical Steps
1. Define the task clearly
– Specify objectives, success criteria, deadlines, and boundaries. Situational leadership is task-specific — a follower may be M4 on one task and M1 on another.
2. Assess follower readiness for that specific task
– Evaluate competence (skills, experience) and commitment (motivation, confidence, willingness).
– Use direct observation, recent performance, and a short conversation asking how comfortable and confident they feel.
3. Select the appropriate leadership style
– Map the assessed maturity to S1–S4 (see mapping above). Err on the side of more structure when in doubt for high-risk tasks.
4. Communicate the approach and expectations
– If using S1 or S2, give clear, specific instructions and milestones.
– If using S3 or S4, clarify the level of autonomy, decision authority, and reporting checkpoints.
5. Coach and support (as needed)
– For S2 and S3, spend time explaining “why,” listening, and coaching. Provide resources and remove obstacles.
6. Monitor progress and provide feedback
– Establish measurable milestones and a cadence for check-ins appropriate to the style (frequent for S1/S2, periodic for S3, light-touch for S4).
7. Adjust style as the follower develops
– Re-assess competence and commitment frequently. Move from directing → coaching → supporting → delegating as readiness increases.
8. Document and institutionalize learning
– Capture successful transitions and specific development steps so others can replicate the approach with similar tasks.
Practical examples
– New hire onboarding for a complex tool (M1 → S1): Provide step-by-step instructions, set short-term check-ins, and monitor progress closely.
– Experienced employee learning a new product line (M2 → S2): Explain how the new product fits strategy, give tasks with rationale, coach through early mistakes.
– Skilled team member assigned to lead a project (M3 → S3): Involve them in planning, solicit input, and let them make implementation decisions while providing support.
– Senior specialist running routine reporting (M4 → S4): Delegate end-to-end responsibility and check outcomes on a regular schedule or milestone basis.
Advantages and Disadvantages
Advantages
– Flexible and responsive to individual needs.
– Simple framework that’s easy to teach and apply.
– Emphasizes development and relationship-building.
– Encourages leaders to think situationally rather than apply one-size-fits-all tactics.
Disadvantages
– Heavy reliance on leader judgment — misdiagnosis leads to mismatch and poor outcomes.
– Not always feasible inside rigid organizational structures or when leaders lack authority to vary style.
– Can be time-consuming to assess and tailor approaches for many individuals at once.
– May prioritize immediate relationship or task needs over longer-term organizational strategy if misused.
Limitations and how to mitigate them
– Bias and misassessment: use objective performance data and input from others to validate your assessment.
– Resource or policy constraints: adapt within organizational limits and be explicit about constraints when negotiating autonomy.
– Multiple followers with mixed maturity: segment work by competence, assign tasks accordingly, or use team-level approaches while coaching individuals.
What Are the “Four Domains” of Hersey and Blanchard?
The model’s “domains” are typically described as the four follower maturity levels (M1–M4) and the four leader styles (S1–S4). Another way to think of the domains is the two dimensions that define leader behavior:
– Task behavior (directive): how much the leader defines roles, tasks, and procedures.
– Relationship behavior (supportive): how much the leader engages in two-way communication, listens, encourages, and involves the follower.
The combinations of these two dimensions produce the four leadership styles.
Common mistakes leaders make
– Applying a single style uniformly without reassessing readiness by task.
– Moving too quickly to delegating before competence and commitment are established.
– Confusing willingness with ability (or vice versa).
– Using “selling” as a substitute for training when skill gaps remain.
Measuring success
– Track objective performance outcomes for the task (quality, timeliness).
– Monitor follower development (skills acquired, confidence levels).
– Use engagement and retention metrics to see if adaptive leadership improves motivation.
– Solicit follower feedback on clarity and support.
The Bottom Line
Situational Leadership (Hersey–Blanchard) is a practical, adaptable leadership framework that links leader behavior to follower readiness for a specific task. When applied carefully — with accurate assessment, clear communication, and timely adjustments — it helps leaders develop individuals and achieve better task outcomes. Its effectiveness hinges on leader self-awareness, diagnostic skill, and the ability to balance task direction with relational support.
Sources and further reading
– Paul Hersey and Ken Blanchard, Management of Organizational Behavior: Utilizing Human Resources (classic text outlining the model).
– Ken Blanchard and Spencer Johnson, The One Minute Manager.
– Investopedia, “Hersey–Blanchard Model” (source overview): https://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp
If you’d like, I can:
– Create a one-page checklist you can print and use during daily supervision.
– Draft sample scripts for S1–S4 conversations for onboarding, coaching, and delegation. Which would be most helpful?