The Driving Force Behind the Situational Leadership® Model
Developed by Dr. Paul Hersey at The Center for Leadership Studies, the Situational Leadership® Model is a powerful, yet flexible tool that enables leaders to diagnose the variables of any given situation and adapt their management styles to the behavioral needs of the individual or group they are trying to influence.
The model, which is infinitely adaptable to any situation or culture, provides a framework which leaders can use to assess an individual’s Performance Readiness® Level (combination of ability and willingness) to perform a specific task or function. The success of Situational Leadership® hinges on the model’s fluidity, which allows leaders to continuously adapt their leadership style to compensate for the changing complexity of the tasks over time, as well as the changing abilities of their followers.
Graphically represented as a four-square matrix, the Situational Leadership® Model addresses the following leadership behaviors:
- Telling (S1) – Leaders tell their people exactly what to do and how to do it.
- Selling (S2) – Leaders still provide information and direction, but there’s more communication with followers. Leaders “sell” their message to get the team on board.
- Participating (S3) – Leaders focus more on the relationship and less on direction. The leader works with the team and shares decision-making responsibilities.
- Delegating (S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they’re less involved in decisions.
For more than 40 years, Situational Leadership® has been the driving force in building both tactical and strategic leaders in thousands of companies around the world and is currently being deployed in 70 percent of Fortune 500 companies.
Contact The Center for Leadership Studies today for more information about how Situational Leadership® can help you build a more productive and engaged workforce, while providing you with a road map for continued organizational success.