What is situational leadership?
Situational leadership is a leadership model that adapts leadership style to the competence and motivation of each individual employee, instead of treating everyone the same.
DEFINITION
Situational leadership assumes there is no universally correct leadership style. The right style depends on who is being led and what development phase the person is in. The model, developed by Paul Hersey and Ken Blanchard in 1969, distinguishes four leadership styles: Directing, Coaching, Supporting, and Delegating. Style choice follows the person’s maturity level — the interplay of competence and motivation. A new employee needs clear instructions and close contact. An experienced colleague with high motivation needs room and trust. Situational leadership actively observes where someone stands and adapts behaviour accordingly. That costs more attention at first but pays off in performance and motivation.
CONNECTIONS
Artificial Intelligence
Situational leadership also applies when working with AI tools: someone using generative AI for the first time needs more guidance (Directing / Coaching). Experienced users can be deployed with delegation. Competence and trust must be built up.
Agility
In agile teams, members’ maturity levels change over sprints. Situational leadership makes it possible to adapt leadership style to that development stage instead of treating all team members the same.
Project Management
In projects, project leaders encounter employees at very different maturity levels. Situational leadership provides a concrete model for when someone needs close steering and when ownership is possible.
KEY POINTS
- Four leadership styles: Directing, Coaching, Supporting, Delegating.
- Style choice follows the person’s competence and motivation.
- Situational leadership requires active observation and flexibility.
- The model was developed in 1969 by Hersey and Blanchard.
- The same person may need different leadership depending on the task.
EXAMPLE
A project manager leads a team of experienced developers and two career starters. For the starters he gives clear instructions and close contact: daily check-ins, concrete goals, regular review. For experienced team members he delegates responsibly and only steps in when needed. The result: both groups feel appropriately supported; nobody is over- or under-challenged.
MISCONCEPTIONS
Does situational leadership mean I have no clear line?
No. Situational leadership is a deliberate strategy, not a contradiction. You adapt the style but keep clear goals and values.
Do I set maturity level once and never change it?
No. A person’s maturity level can change depending on task and situation. Active observation and appropriate style adjustment are part of the approach.