Adapt Your Style to the Situation
Management of Organizational Behavior (1969) - The Center for Leadership Studies
Dr. Paul Hersey developed the Situational Leadership Model, which has trained over 15 million leaders worldwide. The model recognizes that there is no single "best" leadership style—the right approach depends on the situation and the individual being led.
The Situational Leadership Model is a flexible framework that enables leaders to tailor their approach based on the Performance Readiness level of team members for specific tasks. Leaders analyze each situation based on the Performance Readiness Level that a team member exhibits for a specific task. Then, based on this diagnosis, the leader applies the appropriate amounts of directive behavior (task focus) and supportive behavior (relationship focus) to help the team member succeed and develop.
The model features four distinct leadership styles, each appropriate for different situations:
Telling, Guiding
High Task, Low Relationship
Leader makes decisions and closely supervises execution. This is a short-term approach intended to create movement.
Team members with low ability and low willingness/confidence (R1)
Selling, Explaining
High Task, High Relationship
Leader still makes decisions but provides context and engages in dialogue to reinforce buy-in and continued progress.
Team members with some ability but variable willingness (R2)
Participating, Collaborating
Low Task, High Relationship
Team member makes decisions with support from the leader in an effort to instill and enhance skill mastery.
Team members with high ability but variable confidence (R3)
Empowering, Monitoring
Low Task, Low Relationship
Team member is trusted to not only make skill-related decisions but to suggest strategies for improvement and identify best practices.
Team members with high ability and high willingness (R4)
The appropriate leadership style depends on the team member's readiness level for the specific task:
| Level | Description | What They Need |
|---|---|---|
| R1 | Unable and Unwilling/Insecure Lacks skills and is either unwilling or lacks confidence |
Clear direction and close supervision (S1: Directing) |
| R2 | Unable but Willing/Confident Motivated and willing but still lacks necessary skills |
Guidance with encouragement and explanation (S2: Coaching) |
| R3 | Able but Unwilling/Insecure Has skills but may lack confidence or motivation for this task |
Support, encouragement, collaborative decision-making (S3: Supporting) |
| R4 | Able and Willing/Confident Both competent and committed to the task |
Autonomy and empowerment to make decisions (S4: Delegating) |
Situational Leaders learn to demonstrate four core, common and critical leadership competencies:
Assess the individual's Performance Readiness for the specific task at hand. Consider both their ability (knowledge, experience, skill) and willingness (confidence, commitment, motivation).
Adjust your leadership behavior based on your diagnosis. Move out of your comfort zone if needed, the situation dictates the style, not your preference.
Deliver your influence approach in a manner that team members can understand and accept. Be clear about expectations and the reasoning behind your approach.
Manage the movement toward higher performance. The goal is to develop people from R1 to R4 over time, gradually increasing their autonomy as they grow.
The Situational Leadership approach is anchored by two key behavioral dimensions:
The extent to which the leader makes decisions and tells the team member what to do and how to do it.
High directive behavior means more structure, guidance, and supervision.
The extent to which the leader allows the team member to participate in decisions and engages in two-way communication.
High supportive behavior means more listening, encouraging, and facilitating.
The Situational Leadership Model works because it aligns the leader's approach with the performance needs of the team member. This alignment creates:
The model has remained effective for over 55 years because it provides a practical, repeatable framework rather than abstract theory.
There is no single "best" leadership style. The most effective leaders are those who can accurately diagnose the readiness level of their team members for specific tasks and adapt their approach accordingly. Leadership is not about you, it's about what your people need to succeed.
