The Power of Adaptability: Mastering Situational Leadership

Working with many leaders throughout my career I have encountered frequently that some leaders tend to manage teams with a particular style. These could vary from micromanaging to complete autonomy (expecting new employees to get on without any onboarding or clear expectations)

Today I would like to share one of my favourite leadership Models that helps address this.

The Situational Leadership Model was Developed by Paul Hersey in 1969.  It emphasizes the importance of flexibility in leadership. By assessing the readiness and capability of team members, leaders can adapt their styles to meet the specific needs of their followers. This approach not only enhances individual performance but also contributes to a more engaged and motivated workforce, ultimately leading to better performance and outcomes. 

Key Concepts

1. Adaptability: The core principle of the Situational Leadership Model is that leaders must adjust their style according to the situation at hand. This involves assessing the task requirements and the abilities and willingness of team members.

2. Performance Readiness: A key component of the model is an individual's ability and willingness to perform a specific task. 

3. Leadership Styles: The model identifies four primary leadership styles:

Directing/Telling

This style is most effective for individuals who are unable but willing to perform a task. For instance, consider a new employee who is enthusiastic about their role but lacks the necessary skills or knowledge to execute their tasks effectively. In this scenario, the leader provides clear instructions and closely supervises the employee's work.

Example: A new sales associate might be eager to meet targets but doesn't yet understand the product line or sales techniques. The leader would guide them step-by-step, explaining what to do, how to do it, and when it needs to be completed. This approach ensures that the employee feels supported while they learn the ropes.

Coaching

The coaching style is suitable for individuals who have some knowledge but may be experiencing a decline in commitment. This could stem from various factors, such as feeling overwhelmed, unclear expectations, or a lack of confidence in their abilities.

Example: Imagine a team member who has been with the company for a while but is now disengaged due to unclear communication from management. The leader would engage in a dialogue to understand the employee's concerns, provide encouragement, and clarify expectations. By offering both direction and support, the leader helps the employee regain their motivation and confidence.

Supporting

This style is ideal for team members who are able but may have fluctuating commitment levels. These individuals possess the skills necessary to perform their tasks but might be facing external pressures or personal challenges that affect their engagement.

Example: A skilled software developer may be capable of delivering high-quality work but is currently feeling burnt out due to tight deadlines. The leader adopts a supportive approach by checking in regularly, offering flexibility in deadlines, and encouraging open communication about workload. This helps to foster a positive environment where the employee feels valued and understood, ultimately enhancing their commitment to the team.

Delegating

The delegating style is appropriate for individuals who are both able and willing to take on tasks independently. In this case, the leader takes a hands-off approach, allowing team members to make decisions and manage their responsibilities.

Example: A senior project manager who has demonstrated consistent performance and leadership skills can be trusted to lead a new project with minimal oversight. The leader provides the necessary resources and support but allows the project manager to take the lead, fostering a sense of ownership and accountability. This not only empowers the employee but also frees up the leader to focus on other strategic initiatives.

Implementation:

To effectively implement the Situational Leadership Model, leaders should:

• Assess the Situation: Evaluate the task at hand and the readiness level of team members.

• Choose the Appropriate Style: Select one of the four leadership styles based on the assessment.

• Communicate and Support: Maintain open communication with team members to build strong relationships and provide the necessary support 

Effective leaders recognize that no single style is superior; rather, the best leaders are those who can fluidly transition between styles based on the context and the developmental stage of their team members. 

What is your experience? Have you used this approach with your team?

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