Situational Leadership Theory [Quick & Simple Explanation]

If you haven’t noticed it yet, most leadership theories build on the previous one. In the same manner, situational leadership theory builds upon contingency theory. Where contingency theory asserts that certain leaders work best in certain environments because of their leadership style, situational leadership theory argues that any leader can work best in any environment by changing their style accordingly.

Situational Leadership – Defined

The theory suggests that there is no one-size-fits-all leadership style that can be employed in any situation. Rather, leaders need to adjust their game according to the situation and team needs.

Situational leadership defines four leadership styles: 

Directing or Telling – S1 (high-directive but low-supportive)

The leader gives clear directions or instructions and closely supervises the team.

It is best suited for situations where new people are on board, or you need to guide and train staff with little to no experience in the field.

Selling or Coaching – S2 (high-directive and high-supportive)

In this style, the leader gives clear directions to the team but also takes their feedback. The leader asks the team members for their input, which is especially useful in situations where the followers are learning but still need guidance and support.

Participating or Supporting – S3 (low-directive but high-supportive)

In this style, there’s shared decision-making. The followers in this one may be experienced or competent enough to make their own decisions but will need the support and encouragement of their leader.

Delegating – S4 (low-directive and low-supportive). 

In this style, the team is given the entire responsibility for decision-making. It is best suited for a learned audience with followers who are confident in their skills, competent, and do not need much supervision.

Developed by Hersey & Blanchard, the theory’s model (called Situational Leadership II or SLII) promotes a particular leadership style depending upon the development level of the follower: 

• Level M1: This is when the followers have low levels of commitment and competence.
• Level M2: Followers have low competence here but a high level of commitment
• Level M3: Followers have high competence and low commitment 
• Level M4: Both competence, commitment, and confidence are on the high side at this level.

Effective leadership is a matter of assessing the development level of a follower and acting in the correlating leadership style to elicit the best response from followers like:

• The telling style works best for employees at the M1 stage.
• The selling style is best suited for those at the M2 level.
• The participating style works best at the M3 level
• The delegating style is ideal for M4.

Wrap Up

Situational Leadership Theory states that leadership isn’t and shouldn’t be stuck to one particular style only. It should be adaptable to the changing needs and requirements of the situation and level of maturity of the team mates.

Leaders shouldn’t be stringent but rather work on flexible models so they can adjust their style and approach as and when needed.

In the time since its inception, situational leadership II has become a standard model for use in training managers and leaders. The situational approach is effective and provides a prescription for leadership success rather than merely describing why certain leaders work in certain situations. In this way, situational leadership theory further eroded the notion of, “one best way” of leadership. 

Despite a broad base of support from trainers and consultants, situational leadership theory lacks a significant body of research-based support. While situational leadership considers the followers in determining leadership style, it does so on a one-on-one basis and does not provide guidelines on how to use the model when leading group.

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More Articles in This Series:

• Intro to Leadership Theory
• Why Theory
• A Word on Theory
• Trait Theory
• Skills Theory
• Style Theory
• Contingency Theory
• Situational Leadership Theory
• Path-Goal Theory
• Leader-Member Exchange Theory
• Transformational Leadership Theory
• Servant Leadership Theory
• Strengths-Based Leadership Theory