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The Situational Leadership® Model is most effective when you understand each style, when to use it and how to implement it. Exploring each style’s unique attributes and considering leadership scenarios for discussion can help your organization’s leaders enhance their influence and drive success.
Contrary to what some may think, Situational Leadership® is not a theory, it’s a model. Dr. Paul Hersey, the developer of the Situational Leadership® Model, went out of his way to distinguish the differences between a theory and a model: “A theory gives you something interesting to think about. A model gives you something to do!”
The Situational Leadership® Model was designed to help leaders adapt their style based on each employee’s demonstrated commitment, readiness and competence. Each approach represents a combination of Task and/or Relationship Behavior:
The Situational Leadership® Model involves four styles, and each is effective in different situations. Consider the following styles and leadership scenarios where they work best:
The Telling style is a high-task, low-relationship style. When exhibiting this approach, a leader shows high directive behavior and low supportive behavior. They might prioritize providing specific instructions, making decisions and closely supervising team members. This style is most effective when an employee is new to a task or lacks the skill and confidence to complete it independently.
Example: Imagine that you hire a new marketing assistant who has never used your company’s email marketing software. You would implement the Telling leadership style by providing precise instructions and supervising closely. You might say, “First, open the campaign template here. Then, copy and paste the text from this document. I’ve already uploaded the images for you, so you just need to drag them into these specific blocks. I’ll check back in 30 minutes to check on you and show you the next step.”
Leaders who exhibit the Selling style prioritize high task and high relationship. This often includes implementing high levels of directive and supportive behavior. While the leader provides guidance and direction, they also use two-way communication to explain decisions and engage team members. This approach works best when an employee has some skill but still needs encouragement to build their commitment.
Example: Suppose your company has a talented junior developer who is eager to take on more responsibility, and you assign them a challenging new feature. If you were to use the Selling leadership style, you might let them take the lead on developing a new login component because you’re confident they can handle it. You would give your employee the task’s core requirements, review results daily and let them know you’re available to brainstorm ideas if needed. This provides direction while building an employee’s enthusiasm and buy-in.
The Participating style is a low-task, high-relationship approach that involves significant supportive behavior and low directive behavior. When a leader uses this style, they involve team members in decision-making processes. The leader acts as a facilitator and resource, empowering employees to plan and be a part of the solution. This approach is best when an employee has the necessary skills to complete a task but may lack the confidence or motivation to work independently.
It’s also important to provide regular feedback when implementing the Participating style. Constructive feedback helps employees increase confidence and take initiative in the workplace.
Example: Imagine that one of your senior sales representatives is hesitant to adopt a new CRM system because they fear it might slow them down. If you were to use the Participating style, you might acknowledge the employee’s feelings about the CRM system and offer to help them map out a workflow. You would say something like, “Tell me what you think the biggest roadblocks will be. Your input is critical to making sure we roll this out successfully for the whole team.”
A low-task and low-relationship level characterizes the Delegating leadership approach. With this style, the leader hands off the decision-making and execution to a team member and trusts them to work autonomously. This style is ideal for highly skilled, confident and self-motivated employees who are already experts in their roles.
Example: Assume your lead designer is a skilled, consistent high-performer with a great track record. If you use the Delegating style for the company’s annual report, you would give the designer full ownership of the project’s creative direction and execution. You would encourage the designer to update you on their progress and ask for help if needed while empowering them to deliver excellent results on their own.
Explore how famous leaders have read the needs of different moments and responded with the most effective style for each situation:
Alan Mulally practiced the Telling, Participating and Selling leadership styles during his time as the CEO of the Boeing Company and later the Ford Motor Company.
In a key moment during his early tenure at Ford, Mulally used the Telling style to create clarity and direction. He asked 16 direct reports to use a “Red-Yellow-Green” diagnostic to assess the situation Ford was facing accurately. Mulally then shifted to a Participating and Selling style as his team became more aligned and capable, fostering a culture of collaboration.
Frances Hesselbein shifted between the Delegating and Participating leadership styles as the former Girl Scouts of the USA CEO. Hesselbein empowered a skilled, passionate team of employees and volunteers to participate in decision-making. She invested time as a leader, ensuring those she influenced had a clear and accurate picture of where they were, relative to where they aspired to be.
Hesselbein employed a Participatory leadership style when addressing overarching strategic shifts and cultural transformations for the Girl Scouts. For instance, she actively engaged diverse groups when designing a more modern, inclusive handbook to ensure the new direction resonated with all members. She also used a Delegating style for local implementation, empowering regional and local leaders to execute the strategic vision within their communities.
Steve Jobs demonstrated the Situational Leadership® Model’s Telling style in product development, and he exemplified the Delegating approach with teams he trusted.
Jobs prioritized perfection when managing Apple product development by providing detailed, explicit instructions on how he wanted products to operate and look. He then shifted to a Delegation approach when he worked with the highly skilled teams at Pixar, empowering experts to take the lead on projects and roles he was not familiar with.
The legendary NBA coach, Phil Jackson, used different leadership styles for different players. Rather than directing every play from the sidelines, Jackson empowered the self-motivated athlete Michael Jordan to make decisions without direct supervision. When Jackson coached the Los Angeles Lakers, he used Selling and Participatory leadership styles to establish a clear vision and to engage and inspire Shaquille O’Neal to commit to the team.
Jackson combined structure and freedom, encouraging players to implement the triangle offense but maintaining a hands-off approach during critical game moments.
The Situational Leadership® Model remains a leading leadership approach across various industries and applications. The Center for Leadership Studies offers courses to help leaders at all levels identify their leadership strengths, focus on areas of improvement and learn how to adapt Situational Leadership® styles to their teams.
Contact us to learn more about our courses and how you can drive motivation and productivity across your organization.
