Lead how they need: adopting a situational leadership style

People in positions of authority are often heavily focused on what type of leader they are. Managers are hungry for resources that will solidify their understanding of these archetypes – and, as a result, their understanding of themselves.

But a laser focus on finding the “right” management style can be an exercise in futility. Not only are some widely accepted methods outdated, but there’s no single tool that will work for every team and in every situation.

If you want to build an effective, high-performing team, situational leadership might just be the way to do it.

What is situational leadership? 

Situational leadership is an adaptive leadership style. Rather than sticking with a fixed approach, a leader will change their leadership behaviors based on the individual, the task, and the context they’re managing.

The theory was developed by Ken Blanchard and Paul Hersey in their book “Management of Organizational Behavior.” By letting context inform what an appropriate leadership style looks like in each situation, leaders can take a nuanced approach to their responsibilities.

Put simply, situational leadership theory changes the conversation from “Who am I and how do I lead?” to “Who is the person in front of me and what do they need from me to be successful?”

5 key qualities of a situational leader

Much like any other approach to leadership, being a situational leader is part what you do and part who you are. That means situational leadership might come naturally to some managers and feel like more of an adjustment for others. 

But, whether the below qualities are innate or ingrained, they’re crucial for success with situational leadership: 

1. Thoughtfulness: Situational leaders need to think before they act. They need to understand the complexity of the task, their relationship with their direct report, and the person’s ability to complete the task (called “Performance Readiness” in the theory) before they can effectively tailor their approach. That requires patience, empathy, and solid judgment.
   
2. Adaptability: Since situational leaders are tasked with pivoting their actions and responses based on the circumstances in front of them, it goes without saying that they need to be flexible and willing to adjust their style – rather than sticking to the status quo.
   
3. Active listening: Situational leadership requires deep understanding, but you can’t build a deep understanding of a person or scenario without active listening. These skills help leaders gather the intel they need to respond effectively (rather than react reflexively).
   
4. Coaching skills: Situational leaders meet people where they are and then rely on strong coaching skills to guide development, resolve conflicts, or adjust support depending on a direct report’s unique needs or experience level.
   
5. Self-awareness: It’s tough to set your default tendencies aside if you don’t know what they are. A high degree of self-awareness helps leaders understand their strengths and weaknesses and show up in the way their team needs.

4 styles of the situational leadership model

Wait…isn’t situational leadership the absence of a leadership style? True. This approach is all about being more malleable and fluid when leading a team. 

But that doesn’t mean you’re leading on a wing and a prayer. There are still distinct and defined approaches serving as the foundation of this theory.

These styles are split into four quadrants that consider the following spectrums: 

• Directive behavior: Providing clear structure, guidance, and supervision by telling team members what, when, and how to do something.
  
• Supportive behavior: Encouraging, listening to, and involving team members in decision-making to boost their confidence and motivation.

As a situational leader, you’re not flying by the seat of your pants. Instead, you’re adopting and implementing one of the following four situational leadership styles.

1. Telling style

Also called: Directing, guiding

Category: High directive behavior, low supportive behavior

As the name implies, the telling style is all about giving clear, specific instructions and then closely supervising performance. There’s little room for discussion or collaboration, as the focus is on getting your direct report from zero to functional as quickly and successfully as possible. 

When you’d use it: When someone is new to your team and lacks the experience or confidence to work on their own. A telling approach helps them understand exactly what’s expected and how to execute it. 

2. Selling style

Also called: Coaching, explaining

Category: High directive behavior, high supportive behavior

Leaders who use this style still provide direction, but it’s a little less cut and dried than with a telling style. Yes, you’re making the decisions. However, you’ll also take the time to explain the “why” behind your choices and provide plenty of encouragement and emotional support as your team members carry out your instructions.

When you’d use it: When a team member understands the basics of a task or project but is hesitant to take the lead. A selling approach offers clear next steps while also giving their self-assurance a much-needed boost. 

3. Participating style

Also called: Facilitating, collaborating

Category: Low directive behavior, high supportive behavior

With this style, the power is shifted from the leader to the team member. Instead of doling out directions, there’s plenty of encouragement, collaboration, and shared decision-making. In this way, you’ll act as more of a sounding board or a supporter than a tried and true supervisor. This helps your team members problem-solve and build confidence in their skills and judgment.

When you’d use it: When an experienced team member is struggling to make a decision about a task or project. They don’t need instruction, but just want a safe, collaborative space to talk through their options and have your support in making a call. 

4. Delegating style

Also called: Empowering, monitoring

Category: Low directive behavior, low supportive behavior

This is by far the most hands-off of all of these approaches. You’ll give responsibility and autonomy to the team member, while providing very little direction and support. Your direct report is trusted to carry out their tasks and own the process and outcomes. Of course, you’re there to provide oversight or guidance – but only when asked. 

When you’d use it: When a seasoned team member is capable of handling complex projects with little to no instruction. They need minimal involvement from you, beyond an occasional check-in. 

Lead how they need

Your direct reports are all different – so it makes sense that your approach to leading them should differ too. That’s the basis of situational leadership.

It involves getting a grasp on the context of the situation and, more specifically, the developmental level of your direct report. That’s information you can use to toss out the “one-size-fits-all” rulebook, tweak your behavior, and lead with flexibility – not a fixed approach.