Table of ContentsView AllTable of ContentsSituational Leadership TheorySituational Leadership IIElements of Situational Leadership TheoryFrequently Asked Questions
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Table of Contents
Situational Leadership Theory
Situational Leadership II
Elements of Situational Leadership Theory
Frequently Asked Questions
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Situational leadership theory suggests that no singleleadership styleis best. Instead, it depends on which type of leadership and strategies are best suited to the task.
According to this theory, the mosteffective leadersare those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done.
Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory, after its developers, Dr. Paul Hersey, author of “The Situational Leader,” and Kenneth Blanchard, author of “One-Minute Manager.”
Leadership Styles
Hersey and Blanchard suggested that there are four primary leadership styles:
The Psychology of Decision-Making Strategies
Maturity Levels
The right style of leadership depends greatly on thematurity level(i.e., the level of knowledge and competence) of the individuals or group.
Hersey and Blanchard’s theory identifies four different levels of maturity, including:
Matching Styles and Levels
Leadership styles may be matched with maturity levels. The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels:
How It Works
A more “telling” style may be necessary at the beginning of a project when followers lack the responsibility or knowledge to work on their own. As subordinates become more experienced and knowledgeable, however, the leader may want to shift into a more delegating approach.
This situational model of leadership focuses onflexibilityso that leaders are able to adapt according to the needs of their followers and the demands of the situation.
Situationaltheories, therefore, give greater consideration to the complexity of dynamic social situations and the many individuals acting in different roles who will ultimately contribute to the outcome.
The Psychology Behind Motivation
Competence and Commitment
SLII Leadership Styles
SLII also suggests that effective leadership is dependent on two key behaviors: supporting and directing. Directing behaviors include giving specific directions and instructions and attempting to control the behavior of group members. Supporting behaviors include actions such as encouraging subordinates, listening, and offering recognition and feedback.
The theory identifies four situational leadership styles:
The main point of SLII theory is that not one of these four leadership styles is best. Instead, an effective leader will match their behavior to the developmental skill of each subordinate for the task at hand.
Experts suggest that there are four key contextual factors that leaders must be aware of when making an assessment of the situation.
Consider the Relationship
Leaders need to consider the relationship between the leaders and the members of the group. Social and interpersonal factors can play a role in determining which approach is best.
For example, a group that lacks efficiency andproductivitymight benefit from a style that emphasizes order, rules, and clearly defined roles. A productive group of highly skilled workers, on the other hand, might benefit from a moredemocratic stylethat allows group members to work independently and have input in organizational decisions.
Consider the Task
The leader needs to consider the task itself. Tasks can range from simple to complex, but the leader needs to have a clear idea of exactly what the task entails in order to determine if it has been successfully and competently accomplished.
Consider the Level of Maturity
As the Hersey-Blanchard model suggests, leaders need to consider the level of maturity of each individual group member. The maturity level is a measure of an individual’s ability to complete a task, as well as theirwillingness to complete the task. Assigning a job to a member who is willing but lacks the ability is a recipe for failure.
Being able to pinpoint each employee’s level of maturity allows the leader to choose the best leadership approach to help employees accomplish their goals.
Frequently Asked QuestionsAn example of situational leadership would be a leader adapting their approach based on the needs of their team members. One team member might be less experienced and require more oversight, while another might be more knowledgable and capable of working independently.In order to lead effectively, the three skills needed to utilize situational leadership are diagnosis, flexibility, and communication. Leaders must be able to evaluate the situation, adapt as needed, and communicate their expectations with members of the group.Important elements of situational leadership theory are the styles of leadership that are used, the developmental level of team members, the adaptability of the leader, communication with group members, and the attainment of the group’s goals.
An example of situational leadership would be a leader adapting their approach based on the needs of their team members. One team member might be less experienced and require more oversight, while another might be more knowledgable and capable of working independently.
In order to lead effectively, the three skills needed to utilize situational leadership are diagnosis, flexibility, and communication. Leaders must be able to evaluate the situation, adapt as needed, and communicate their expectations with members of the group.
Important elements of situational leadership theory are the styles of leadership that are used, the developmental level of team members, the adaptability of the leader, communication with group members, and the attainment of the group’s goals.
SourcesVerywell Mind uses only high-quality sources, including peer-reviewed studies, to support the facts within our articles. Read oureditorial processto learn more about how we fact-check and keep our content accurate, reliable, and trustworthy.DuBrin AJ. Leadership: Research, Findings, Practice, and Skills. Mason, OH: South-Western, Cengage Learning; 2013.Gill R. Theory and Practice of Leadership. London: Sage Publications; 2011.Hersey P, Blanchard KH.Management of Organizational Behavior—Utilizing Human Resources. New Jersey/Prentice Hall; 1969.Hersey P, Blanchard KH. Life Cycle Theory of Leadership.Training and Development Journal.1969;23(5):26–34.Nevarez C, Wood JL, Penrose R. Leadership Theory and the Community College: Applying Theory to Practice. Sterling, Virginia: Stylus Publishing; 2013.
Sources
Verywell Mind uses only high-quality sources, including peer-reviewed studies, to support the facts within our articles. Read oureditorial processto learn more about how we fact-check and keep our content accurate, reliable, and trustworthy.DuBrin AJ. Leadership: Research, Findings, Practice, and Skills. Mason, OH: South-Western, Cengage Learning; 2013.Gill R. Theory and Practice of Leadership. London: Sage Publications; 2011.Hersey P, Blanchard KH.Management of Organizational Behavior—Utilizing Human Resources. New Jersey/Prentice Hall; 1969.Hersey P, Blanchard KH. Life Cycle Theory of Leadership.Training and Development Journal.1969;23(5):26–34.Nevarez C, Wood JL, Penrose R. Leadership Theory and the Community College: Applying Theory to Practice. Sterling, Virginia: Stylus Publishing; 2013.
Verywell Mind uses only high-quality sources, including peer-reviewed studies, to support the facts within our articles. Read oureditorial processto learn more about how we fact-check and keep our content accurate, reliable, and trustworthy.
DuBrin AJ. Leadership: Research, Findings, Practice, and Skills. Mason, OH: South-Western, Cengage Learning; 2013.Gill R. Theory and Practice of Leadership. London: Sage Publications; 2011.Hersey P, Blanchard KH.Management of Organizational Behavior—Utilizing Human Resources. New Jersey/Prentice Hall; 1969.Hersey P, Blanchard KH. Life Cycle Theory of Leadership.Training and Development Journal.1969;23(5):26–34.Nevarez C, Wood JL, Penrose R. Leadership Theory and the Community College: Applying Theory to Practice. Sterling, Virginia: Stylus Publishing; 2013.
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