Model Answer
0 min readIntroduction
Situational Leadership, developed by Paul Hersey and Ken Blanchard in the 1960s, is a contingency theory of leadership that emphasizes adapting leadership style to the readiness or maturity level of followers. Unlike trait or behavioral theories that assume a ‘one-size-fits-all’ approach, Situational Leadership posits that effective leaders diagnose the needs of their team members and adjust their style accordingly. This dynamic approach recognizes that individuals progress through different stages of competence and commitment, requiring varying degrees of direction and support. Understanding and applying this theory is crucial for managers aiming to maximize team performance and foster individual growth.
Understanding Situational Leadership
At its core, Situational Leadership is built on two key dimensions of behavior: Directive Behavior (task-oriented, telling subordinates what to do) and Supportive Behavior (relationship-oriented, providing encouragement and praise). The theory identifies four distinct leadership styles based on the combination of these behaviors, each suited to a specific level of subordinate maturity.
The Four Leadership Styles
1. Directing (S1) – Telling
This style is characterized by high directive and low supportive behavior. Leaders define roles and tell subordinates what, how, when, and where to do various tasks. It’s most effective with subordinates at Maturity Level D1 (Low Competence, High Commitment) – those who are enthusiastic but lack the skills and knowledge to perform tasks independently. For example, a new recruit in a call center would benefit from a directing style, receiving clear instructions on call handling procedures.
2. Coaching (S2) – Selling
Coaching involves high directive and high supportive behavior. Leaders still provide direction but also explain decisions and solicit suggestions. This style is appropriate for Maturity Level D2 (Some Competence, Low Commitment) – subordinates who are starting to gain skills but may lack confidence or motivation. A team member struggling with a new software application might require coaching, with the leader providing guidance and encouragement.
3. Supporting (S3) – Participating
This style features low directive and high supportive behavior. Leaders share decision-making with subordinates and facilitate their efforts. It’s best suited for Maturity Level D3 (High Competence, Variable Commitment) – subordinates who are capable but may lack motivation or confidence in specific situations. For instance, an experienced marketing professional working on a challenging campaign might benefit from a supporting leader who provides resources and encouragement without dictating strategy.
4. Delegating (S4) – Delegating
Delegating involves low directive and low supportive behavior. Leaders provide minimal guidance and allow subordinates to take full responsibility for their work. This style is most effective with Maturity Level D4 (High Competence, High Commitment) – subordinates who are skilled, motivated, and confident. A senior project manager leading a well-defined project would be suitable for delegation.
Maturity Levels and Corresponding Leadership Styles: A Summary
| Maturity Level | Competence | Commitment | Leadership Style | Directive Behavior | Supportive Behavior |
|---|---|---|---|---|---|
| D1 | Low | High | Directing (S1) | High | Low |
| D2 | Some | Low | Coaching (S2) | High | High |
| D3 | High | Variable | Supporting (S3) | Low | High |
| D4 | High | High | Delegating (S4) | Low | Low |
It’s important to note that maturity is task-specific. A subordinate might be highly competent in one area but require more direction in another. Effective leaders continuously assess their team members’ maturity levels for each task and adjust their style accordingly. This requires strong observational skills, active listening, and a willingness to adapt.
Conclusion
Situational Leadership offers a pragmatic and flexible framework for effective leadership. By recognizing that there is no single ‘best’ style and adapting to the evolving needs of subordinates, leaders can foster growth, enhance performance, and build stronger teams. The key lies in accurately diagnosing maturity levels and selecting the appropriate leadership behavior – directing, coaching, supporting, or delegating – to maximize individual and collective success. Continuous assessment and adaptation remain crucial for sustained leadership effectiveness.
Answer Length
This is a comprehensive model answer for learning purposes and may exceed the word limit. In the exam, always adhere to the prescribed word count.