Situational Leadership
(Blanchard Hersey)

Adopting different leadership styles depending on the situation. Explanation of Situational Leadership Model of Blanchard and Hersey. ('68)

What is Situational Leadership? Description

The Situational Leadership method from Kenneth Blanchard and Paul Hersey holds that managers must use different leadership styles depending on the situation. The model allows you to analyze the needs of the situation you're in, and then use the most appropriate leadership style. Depending on employees' competences in their task areas and commitment to their tasks, your leadership style should vary from one person to another. You may even lead the same person one way sometimes, and another way at other times.

Blanchard and Hersey characterized leadership style in terms of the amount of direction and of support that the leader gives to his or her followers, and so created a simple matrix (figure).

Leadership Behavior of the Leader

• S1 - Telling / Directing - High task focus, low relationship focus - leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. For people who lack competence but are enthusiastic and committed. They need direction and supervision to get them started.
• S2 - Selling / Coaching - High task focus, high relationship focus - leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. For people who have some competence but lack commitment. They need direction and supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.
• S3 - Participating / Supporting - Low task focus, high relationship focus - leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. For people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.
• S4 - Delegating - Low task focus, low relationship focus - leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. For people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.

Effective leaders are versatile in being able to move around the matrix according to the situation, so there is no style that is always right. However, we tend to have a preferred style, and in applying Situational Leadership you need to know which one that is for you.

Likewise, the competence and commitment of the follower can also be distinguished in 4 quadrants.

Development Level of the Follower

• D4 - High Competence, High Commitment - Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.
• D3 - High Competence, Variable Commitment - Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly.
• D2 - Some Competence, Low Commitment - May have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them.
• D1 - Low Competence, High Commitment - Generally lacking the specific skills required for the job in hand, but has the confidence and / or motivation to tackle it.

Similar to the leadership styles, the development levels are also situational. A person could be skilled, confident and motivated for one part of his his job, but could be less competent for another part of the job.

Blanchard and Hersey said that the Leadership Style (S1 - S4) of the leader must correspond to the Development level (D1 - D4) of the follower - and it's the leader who adapts. By adopting the right style to suit the follower's development level, work gets done, relationships are built up, and most importantly, the follower's development level will rise to D4, to everyone's benefit.

Steps in Situational Leadership. Process

1. Make an overview per employee of his/her tasks
2. Assess the employee on each task (D1...D4)
3. Decide on the leadership (management) style per task (S1...S4)
4. Discuss the situation with the employee
5. Make a joint plan
6. Follow-up, check and correct

Strengths of the Situational Leadership model. Benefits

• Easy to understand
• Easy to use

Limitations of the Situational Leadership model. Disadvantages

• Model fails to distinguish between leadership and management. What is called leadership style is really management style. Compare also: Leadership Pipeline
• Leadership is not primarily about making decisions anyway - it is about inspiring people to change direction.
• Leaders may indeed vary the way they inspire people to change. But this is when they have already decided on the need to change. Hence leadership style does not reduce to decision making style.
• Focuses too exclusively on what the person in charge does.
• Of course both leaders and managers have to behave differently in different situations. But that is just a trivial fact of life, rather than anything profound in terms of our basic understanding of what it means to lead or manage.

Assumptions of Situational Leadership. Conditions

• Leaders should adapt their style to follower 'maturity', based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
• There are four leadership styles that match the four combinations of high/low readiness and willingness.
• The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower.
• Presumes that leadership is about how the boss makes decisions.

Book: Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson - Management of Organizational Behavior: Leading -

Situational Leadership Special Interest Group

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Situational Leadership Forum

- UAE

Situational Leadership Examples

"Using well-known organizations, who can illustrate the four different styles of leaderships?"

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Margaret - United States

LBAII-S

"I am a doctoral learner conducting my dissertation research study, titled "E-leadership for project managers: A study of situational leadership and virtual project success." I am interested in using the Leader Behavior Analysis II - self assessment (Hersey & Blanchard) to measure leadership style flexibility and effectiveness in matching the choice of leadership style to the situation. The LBAII instrument, however, provides little background on reliability and validity. Can anyone help with this or suggest another instrument that measures situational leadership style? Thank you."

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Ajay Kumar Handa - India

Evidence Based Results

"Between ' what I say and do' and ' who I am' I think the latter is more important. Team members would discount tone and brush if they trust the individual. Though behaviour of a leader must vary with situation, there always is a message that gets communicated by underlying character. SL is an excellent model, needs to extend in application with evidence based data, wherein shifts from D1 to D4 happen with conscious application of S1 to S4 styles."

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nyunt hlaing - Myanmar

Leaders must have multiple skills

"Leaders must face different situations which requires different tactics.So they must have multiple skills."

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Craig Pannell - SA

Sit Leadship Change Model

"As business process change and improvement consultant over past 12 years, I have used the model in numerous projects, ranging from training interventions to longer term organisational change initiatives. The simplicity of the model assists greatly. Yes, it's more of a management style model, but I have seen it work particularly well in the hands of competent managers who are also influential leaders. The key for me has been in working out some of the practical details and forms and formats that "constitute" the quadrants. In combination with some other basic tools, it has worked wonders in change initiatives where managers really buy in and use the principles of the tool/model. The whole management/leadership debate about what works, what does not, why, etc, etc, is being overcomplexed. It's really not that difficult or complex and the model's use shows that."

0

AS Recto - Philippines

Educational Leadership

"In school organization, various leadership models may be applied analogously to cater the needs of various learning institutions with its school heads and stakeholders."

91

Daniel Alan - USA

Managing Very Clever People

"Rob Goffee and Gareth Jones say in HBR March 2007 that to manage extremely smart key people in an organization, first of all you should understand 7 things: 1. They know their worth, 2. They are organizationally savvy, 3. They ignore corporate hierarchy, 4. They expect instant CEO access, 5. They are well connected, 6. They have a low boredom threshold, 7. They won't thank you. (...)"

77

Jill Gilby - New Zealand

Commitment

"Commitment is variable, it depends upon the job and the management, inconsistant management of staff will cause yo yo commitment. Although simplistic the HB model serves perfectly for the amount of poor managers in the workplace to attempt to get it right."

67

Tina S. - USA

Also adapt style to society

"Remember that leaders should not only adapt their style to employee competences, but also to to the changing demands of society. I'm thinking of the increasing demands for transparency, integrity, and resistance to short-termism."

63

Jimmy - UK

Leadership vs Management

"Leadership is getting people to do what you want them to do, even when they don't want to do it. Management is the efficient and effective use of resources, including people. Yes, the leader and the manager both have to adapt their ways to get the most from their people, but this model over-categorises - I prefer to think of a spectrum rather than a set of boxes."

51

- India

Situational Leadership

"It is a wonderful tool or technique for new managers to understand the developmental level of followers and get results by applying the technique. The question is: is it a leadership skill or a managerial technique? Are not sidelining the "Leadership By Example" and Leadership By Influence" and "Leadership by casting a Vision", to bring about a consistent personal change, and transformation in the followers to gain committment, and consider what the leader and the followers BECOME in the process? Won't it be a lasting change becoming successful by making the followers successful? Does it call for technique or influence/modeling?"

42

Jonathan - USA

Sit lead

"think of this - would martha stewart want you to sit down and take 30 minutes telling her how to bake a pie? She would get frustrated, upset, and feel you don't have confidence or trust in her to get the job done...employees feel the same way - that's where sit lead comes in. Don't try to over complicate it."

35

Jan - USA

Board of Directors

"Question: is there a book/section/something that specifically addresses dealing with a non-profit's board of directors? Or boards of directors in general?"

20

Melanie - USA

Board Game

"I remember planning a situational leadership board game in 1976 as a student. Is that game still available?"

19

Brian O'Neill - UK

Situational leadership

"The SL model is appealing in its simplicity - hence, probably its attraction as a training model - but there is very little research evidence to support it. The formula it offers managers is a fairly dodgy promise. I would challenge your assertion that leadership is not primaily about decision-making - why isn't it? Read the literature - Vroom, Tannenbaum and Schmidt, Yukl . . . etc. Leadership is many things, it isn't just about inspiring people."

14

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