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A Basic Guide for Busy Managers: The Situational Leadership Model

The Situational Leadership Model was created by Ken Blanchard of The One-Minute Manager fame, and is a helpful tool for managers and leaders to improve their awareness of their own management style, and more importantly to match their leadership style to the situation at hand.

The Situational Leadership Model suggests four distinct leadership styles that can be used by leaders which are discussed below. The Situational Leadership Model is in widespread use by many companies around the world, and is simple to understand and implement. It simply states that there is no ideal leadership style, but rather style should be dictated by the situation.

The Situational Leadership Model

The Situational Leadership Model requires that you evaluate each one of your employees on their levels of commitment and competence on a task. This will obviously vary from employee to employee, and will also vary from task to task. In other words, one employee may be extremely committed and competent at one task, but have very low levels of commitment and competence at another task. As such, the Situational Leadership Model would suggest that a manager adjust his style accordingly.

Definitions for the Situational Leadership Model

Competence: The knowledge or skill level as it relates to a goal or task.
Commitment: The motivation or confidence as it relates to a goals or task.

If you are not sure of whether a performance issue is due to competence or commitment, You Can use the crude (but effective) “gun to the head” test. If a person could adequately complete a goal or task when forced to, and is is not happening, you have a commitment problem. If, when forced, a person can still not complete a goal or task, there is a competence problem. Keep this distinction in mind as we further describe the Situational Leadership Model.

The Four Management Styles of the Situational Leadership Model

S1: Directing (Telling)

Task Focus: High
Relationship Focus: Low
Decisions: Made by Leader and announced
Communication: Mostely one way
Competence Level: Low
Commitment Level: High
Supervision: Close supervision required

S2: Coaching (Selling)

Task Focus: High
Relationship Focus: High
Decisions: Made by leader, but with input
Communication: Two-way
Competence Level: Some, but still needs development
Commitment Level: Lower, as a result frustration from the learning curve
Supervision: Still required, as is support and praise to build self-esteem

S3: Supporting (Participating)

Task Focus: Low
Relationship Focus: High
Decisions: Many belong to the follower, facilitated by the manager
Communication: Two-way, consultative
Competence Level: Adequate to high
Commitment Level: May lack confidence or motivation
Supervision: Not much direction required, as core competence is in place. Support is required

S4: Delegating

Task Focus: Low
Relationship Focus: High
Decisions: Leader involved in problem solving, but decisions mostly belong to the follower
Communication: Two-way, but reduce in frequency with high level of competence and autonomy
Competence Level: High
Commitment Level: High
Supervision: Minimal supervision and/or support required.

While the Situational Leadership Model is helpful to frame up performance issues and the appropriate managerial style to address them, it is important to keep in mind that the model is not linear, and people will not progress through the stages in a linear fashion. Some people may skip some of the steps completely, or only be there for a short time.

The Situational Leadership Model process

Now that you understand the four leadership styles of the Situational Leadership Model, it's time to put this knowledge to work. Here is a quick summary of the suggested process:

1. Prepare a list or spreadsheet that lists your direct reports, and the core tasks you need them to execute.
2. Assess each employees development level at each task based on your evaluations of their commitment and competence
3. Match the appropriate leadership style to the development level of the person on that task.
4. Manage and lead according to this information. Don’t hesitate to engage your people in this discussion.
5. As always, you should have a performance plan that you review regularly with your people.

3 Things to Remember about the Situational Leadership Model

• Take the training. What is listed above is intended to be an overview of this tool. For maximum benefit, you should take a course offered by a certified facilitator of the Situational Leadership Model.
• Check your diagnosis often. People will move through the different development levels, and your leadership style needs to change accordingly.
• You will have a tendency to prefer one style more than others! Understand what your preferences are, and recognize when it might not be a good match. Work to improve your comfort and ability with the other styles of the Situational Leadership Model.

Improve your leadership skills! Visit www.wilymanager.com for more information about the Situational Leadership Model and more Just-in-Time Management Advice

Watch our video about the Situational Leadership Model:

Learn More About The Situational Leadership Model

Alpine Skiers at the 1980 Winter Olympics: Hanni Wenzel, Phil Mahre, Ingemar Stenmark, Gustav Th ni, Christin Cooper, Andy Mill, Ken Read $19.99 Purchase includes free access to book updates online and a free trial membership in the publisher's book club where you can select from more than a million books without charge. Chapters: Hanni Wenzel, Phil Mahre, Ingemar Stenmark, Gustav Thöni, Christin Cooper, Andy Mill, Ken Read, Bojan Križaj, Francisco Fernández Ochoa, Perrine Pelen, Annemarie Moser-Pröll, Konrad Bartelski, Dave Murray, Steve Podborski, Steve Mahre, Andreas Wenzel, Blanca Fernández Ochoa, Arturo Kinch, Urs Räber, Leonhard Stock, Christa Kinshofer, Anton Steiner, Cary Adgate, Dave Irwin, Marie-Theres Nadig, Cindy Nelson, Scott Sánchez, Laurie Graham, Claudia Giordani, Fabienne Serrat, Torill Fjeldstad, Daniela Zini, Hans Enn, Petar Popangelov, Herbert Plank, Christian Orlainsky, Jacques Lüthy, Boris Strel, Vladimir Andreev, Paolo de Chiesa, Jacqui Cowderoy. Excerpt: Olympic medal record Andreas Wenzel (born 18 March 1958 in Planken ) is a former Alpine skier from Liechtenstein . Together with his sister Hanni he was active in the World Cup in the end of the 1970s and the beginning of the 1980s. He won two Olympic medals and two World Championships medals, including one gold. World Cup victories Overall Season: Discipline Individual races Date: Location: Race References (URLs online) Sports Reference A hyperlinked version of this chapter is at Andy Ray Mill (born November 2, 1953 in Aspen , Colorado ) is a former alpine ski racer on the U.S. Ski Team . He was two-time Olympian , competing primarily in the downhill event on the World Cup circuit. Ski career In 1974, Mill competed for the U.S. team at the 1974 World Championships in St. Moritz , Switzerland . For the next seven years, he was America's top downhiller . Mill's finest hour was at the 1976 Winter Olympics in Innsbruck , Austria , where he placed 6th in the downhill at Patscherkofel , which was won dramatically by Franz Klammer of Austria . Mill's finish was the

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