Encyclopedia of Leadership

9.2

MATCHING YOUR LEADERSHIP STYLE

TO THE SITUATION

Inspired by Paul Hersey, Ken Blanchard, Robert Tannenbaum, and Warren Schmidt.

Among the most successful leadership models is a group characterized as contingency or situ-

ational models. The common theme of these models is that there is not one best way to lead.

That is, effective leaders adapt their behaviors to each unique situation. Thus, a leader will be

very directive in one set of circumstances, yet delegate an entire project in another. Note that

your success as a leader is not only dependent on matching your style to the situation, but is

also related to developing and moving people along the continuum (from a closely supervised

apprentice on the left, to a skilled, confident, and highly motivated leader on the right).

THE SITUATIONAL LEADERSHIP CONTINUUM

SECTION 9 TOOLS FORLEADING ANDINFLUENCINGOTHERS 267

Leadership

behavior

Makes

decisions and

provides

directions on

how to

implement.

Makes

decisions and

“sells” to

others.

Presents

decisions and

invites

questions.

Presents

decisions but

remains

open to

refinements.

Presents

problems

and invites

suggestions

for solving

them.

Works with

others to

frame

problems and

constraints;

then

delegates.

Clarifies

issues and

goals, turns

job over to

other person

for action.

Supervises closely and Delegates the whole

uses authority as a leader. job to others

Directive Behavior Participative Behavior

Nature of

the job

Ability of

people to

do the

work

Willingness

of people

to do the

work

Amount of

coaching

and follow-

through

required

Structured, one

best way to do

the job.

Beginner;

doesn’t know

how.

Low maturity,

very low

confidence.

Provide inten-

sive coaching

to help the

person learn

basic skills.

Person needs

to know why

to understand

howto do the

job.

Person

beginning to

build expertise.

Provide coach-

ing to help the

person become

capable of task

analysis.

Job moderately

complex.

Moderately

expert; can

complete the

task within clear

parameters.

Wants freedom

to do the job

within

constraints.

Person is

expert; may

know job

better than

leader.

Provide coach-

ing to help the

person become

capable and

independent.

Person very

expert; able to

innovate if

given the

chance.

Job highly

complex.

Person has

expertise and

good project

management

skills.

High maturity

and confidence;

able and self-

starting.

Provide coach-

ing for goal

congruence and

continued

learning.

Situational Variables: