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- Developed by Paul Hersey and Ken Blanchard in the late 1960s, situational leadership emphasizes the ability of leaders to adapt their style based on the needs, skills, and maturity of their team members.
- A manager might need to direct an intern, coach a junior analyst, support a mid-level associate going through burnout, and delegate to a senior consultant—all within the same week.
- During a crisis, such as a company restructuring, leaders often switch between directive and supportive styles depending on the urgency and emotional state of the team.
Leadership is not a one-size-fits-all approach. What works in one context may fail miserably in another. That’s why situational leadership has become one of the most influential and practical frameworks for modern leaders. Developed by Paul Hersey and Ken Blanchard in the late 1960s, situational leadership emphasizes the ability of leaders to adapt their style based on the needs, skills, and maturity of their team members.
In today’s rapidly changing work environment, adaptability is more valuable than ever. From remote work dynamics to diverse and multigenerational teams, leaders must continuously adjust their approach. In this article, we will explore situational leadership examples in action, show you how it works in different contexts, and provide actionable insights for applying it to your own team.
What Is Situational Leadership?
Situational leadership is a flexible approach where leaders change their style according to the competence and commitment of their followers. Rather than sticking to a rigid method, leaders assess the specific circumstances and decide whether to guide, support, delegate, or coach.
The model is based on two main factors:
- Competence: the level of knowledge, skills, and ability of the follower.
- Commitment: the level of motivation, confidence, and willingness to take responsibility.
By analyzing these two dimensions, leaders can determine the most effective style to adopt at a given moment.
The Four Leadership Styles in the Situational Model
Directing (Telling)
This style is best when team members have low competence but high commitment. The leader provides clear instructions and closely supervises.
Example: A new hire joins a sales team and needs step-by-step guidance on how to use the company’s CRM system. The leader must be directive to ensure the employee gains confidence.
Coaching (Selling)
When followers have some competence but still lack confidence, leaders need to combine guidance with encouragement.
Example: A junior developer understands coding basics but struggles with problem-solving. The leader motivates them while offering structured support to build autonomy.
Supporting (Participating)
When team members are competent but lack motivation or confidence, leaders must provide emotional support and encouragement.
Example: An experienced project manager feels demotivated due to repeated setbacks. The leader listens, empowers them in decision-making, and restores trust in their abilities.
Delegating
When followers show both high competence and commitment, leaders can step back and allow autonomy.
Example: A senior marketing specialist consistently delivers results. The leader gives them full ownership of a campaign while offering minimal supervision.
Situational Leadership Examples in Different Contexts
In Business Organizations
Leaders often face employees with varied skills and attitudes. For example, a manager might need to direct an intern, coach a junior analyst, support a mid-level associate going through burnout, and delegate to a senior consultant—all within the same week.
In Education
Teachers often adapt situational leadership when dealing with students. Beginners may need directive teaching methods, while advanced students thrive when given freedom to explore and innovate.
In Sports Teams
Coaches embody situational leadership by shifting styles depending on the player’s level. A rookie needs clear instructions, while a star athlete requires autonomy and trust.
In Crisis Management
During a crisis, such as a company restructuring, leaders often switch between directive and supportive styles depending on the urgency and emotional state of the team.
Benefits of Situational Leadership
- Flexibility: Leaders adjust their style to fit the unique needs of each person.
- Increased motivation: Employees feel understood and supported.
- Skill development: Leaders provide the right balance of guidance and autonomy.
- Stronger relationships: Adaptive leadership fosters trust and collaboration.
- Better performance: Matching leadership style with employee readiness leads to higher productivity.
Challenges of Situational Leadership
While powerful, situational leadership comes with challenges:
- Time-consuming: Constantly assessing each employee requires effort.
- Consistency issues: Too much flexibility may confuse team members.
- Leader’s self-awareness: Not all leaders are skilled in recognizing competence and commitment levels.
- Cultural differences: What works in one culture may not be effective in another.
How to Apply Situational Leadership in Practice
- Assess each employee’s development level. Consider both competence and commitment before deciding your approach.
- Choose the right style. Decide if you need to direct, coach, support, or delegate.
- Communicate clearly. Adapt your communication style to the employee’s needs.
- Provide feedback. Regular feedback helps employees progress through different development stages.
- Stay flexible. An employee may need different leadership styles depending on the project or situation.
Real-Life Situational Leadership Examples
Example 1: Leading a Startup Team
In startups, employees often wear multiple hats. A CEO might direct interns learning basic tasks, coach new managers, support burned-out employees, and delegate entire projects to experienced team members.
Example 2: Healthcare Leadership
A nurse manager in a hospital must adapt constantly. New nurses require step-by-step training (directing), while experienced nurses thrive when given autonomy (delegating). Meanwhile, stressed mid-level staff might need encouragement (supporting).
Example 3: Remote Work Teams
With virtual teams, leaders must be extra attentive. A remote intern may need directive video calls. A mid-level employee may need encouragement during isolation (supporting). Senior specialists can be trusted to manage projects independently (delegating).
Example 4: Military Training
The military is a classic example. Recruits undergo directive training at the start. As their skills and confidence grow, leaders shift toward coaching, supporting, and eventually delegating missions.
Situational Leadership in the Modern Workplace
Today’s workplace is more complex than when Hersey and Blanchard developed the model. Hybrid work, global teams, and fast-paced technological changes require leaders to be more adaptive than ever.
Situational leadership thrives in this environment because it:
- Promotes agility in leadership.
- Encourages empathy by focusing on team members’ emotional states.
- Supports innovation by allowing autonomy when competence is high.
Forward-thinking organizations often incorporate situational leadership training to help managers navigate uncertainty with confidence.
Conclusion
The essence of situational leadership lies in adaptability. No single leadership style is universally effective. Instead, great leaders are those who evaluate each situation, recognize the needs of their team, and adjust accordingly.
Through real-world situational leadership examples, we can see how this approach drives motivation, improves performance, and strengthens teams across industries.
For leaders aiming to succeed in today’s dynamic environment, situational leadership is not just a theory—it’s a practical toolkit for guiding people at every stage of their growth.
FAQs about Situational Leadership
A manager directing a new hire with step-by-step instructions while delegating an entire project to a senior employee is a clear example.
Directing, coaching, supporting, and delegating. Each is applied depending on the employee’s competence and commitment.
Because it allows leaders to adapt to different people and circumstances, leading to higher motivation and better performance.
It helps leaders manage diverse teams by adjusting their style to the skill and motivation level of each member.
Yes, with training, practice, and awareness, leaders can master the ability to adapt their style effectively.
