What is situational leadership?

Situational leadership is a management theory that takes a flexible approach to the shifting challenges and tasks in the workplace. Instead of identifying one leadership method as the best practice, situational leadership involves approaching each scenario uniquely. In other words, the chosen strategy depends on the task at hand.

Situational leadership includes employee disposition, current motivation levels, workplace environment and company culture to find the most effective path forward. For example, working with a new hire who has little experience may require more oversight. However, an employee on the same team who has more skills and consistently looks for ways to grow may benefit from more autonomy.

Benefits of a situational leadership style

A situational approach to leadership can empower leaders and employees by leveraging their backgrounds and abilities. For companies willing to be strategic about how they train and develop employees, this can lead to long-lasting benefits, including:

• Flexibility: Personalities respond differently to accountability and oversight. Assessing your team’s needs in a way that utilizes their skills and disposition makes for good flexibility practice for you and your employees. Regularly operating with such flexibility can make you more adaptable to unexpected challenges or industry shifts.
• Professional development: Situational leadership techniques assess employee strengths to determine leadership techniques that can help them grow professionally.
• Culture building: An individualized approach to leadership sets a good example for your employees. The effort you make to tailor your response to each situation can inspire your team and promote their growth, contributing to a supportive and positive company culture.
• Recognition of individuality: A situational strategy recognizes that each employee and situation is unique and complex.

Situational leadership categories

The situational style of leadership can be broken down into four main categories, depending on the scenario. These include:

• Telling (S1): The telling technique involves giving specific instructions for completing tasks and providing consistent supervision and feedback throughout the project. Using this strategy, leaders set objectives and determine how to reach goals by assigning responsibilities to employees and enforcing specific benchmarks.
• Selling (S2): Selling leadership uses persuasion and communication to motivate employees to meet goals. Managers who use this technique focus on inspiring their team, encouraging discussion and promoting cooperation to improve productivity.
• Participating (S3): Managers use the participating style to empower employees to make decisions independently. They offer overall guidance and mentorship while seeking regular input from their team. Participating leaders aim to give employees the support they need to use their skills effectively and make good strategic choices.
• Delegating (S4): The delegating method is a hands-off leadership strategy that puts a high amount of trust in employees. Team members take ownership of their work, while the manager helps coordinate and connect employees with support and resources.

Assessing employee preparedness for situational leadership

The situational leadership model emphasizes that the success of a leadership method depends on how prepared a team is to execute a task. A strong situational leader should be able to lead a team to success, even if individuals have different readiness levels and willingness to participate. To help leaders assess an employee’s preparedness, four levels indicate the type of guidance a person needs:

• Low experience, high commitment (M1): M1 employees are coachable but lack experience. They may not have the skills and knowledge to complete a task but are excited to learn.
• Some experience, low commitment (M2): M2 employees have a basic understanding of how to complete a project but need more commitment and motivation.
• High experience, mixed commitment (M3): M3 employees have a high level of expertise but lack the desire or motivation to achieve goals on their own.
• High experience, high commitment (M4): M4 employees are skilled, educated and passionate. They can carry a project to completion with minimal outside input.

Some employees may be in multiple categories, depending on the task. For example, a graphic designer may be an M4 employee when interpreting ideas into concept sketches, but an M2 employee when communicating with clients. Understanding where each employee falls on the situational leadership preparedness scale for their key functions allows you to motivate them effectively.

How to find the right leadership method

Finding an effective situational leadership style means matching an employee’s level to the correct leadership category. Each leadership style corresponds to the level with the same number; an S1 approach is typically appropriate for an M1 employee, and so on.

You can determine an employee’s level of preparedness by assessing their key skills, knowledge and level of motivation. When working with a large group, you might encounter various preparedness levels. In these cases, you can build on the competence and commitment of your senior employees to teach and inspire their teammates.

Putting situational leadership into practice

Matching a leadership strategy to an employee’s preparedness level sounds simple, but it requires thoughtful application. The following three tips can help you make an accurate assessment.

1. Consider the relationships

Taking social and interpersonal factors into account can guide you in determining which approach is right for your team. For example, a team filled with highly skilled and motivated individuals is likely well-suited for an S4 leadership strategy, even if one member of the group lacks the productivity of their peers. The group’s overall momentum may inspire the high experience, mixed commitment employee, and they may look to their teammates for additional guidance.

2. Assess the task

Depending on the task, you may adjust your chosen leadership strategy. If you have a team of M3 employees, challenging tasks may require a style that encourages the team to use their skills effectively. For more manageable tasks, adapt your approach to provide less participation and more delegation.

3. Identify positions of authority

You might employ many types of leaders, whether they officially manage a team or naturally guide peers in the right direction. Recognizing these skills can help you accurately assess the employee’s preparedness level. Assigning or delegating more responsibilities can help you further develop their leadership skills.

FAQs about situational leadership

What are some characteristics of effective situational leaders?

Certain qualities can help situational leaders adapt to a fluid management style. Key characteristics include:

• Analytical thinking: The core of situational leadership is categorizing employees and leadership styles, which requires the ability to accurately assess a person’s abilities. Effective situational managers find consistent methods for assessing employees and applying leadership methods to unique situations.
• Communication: Situational managers regularly communicate with employees about their expectations. If a manager wants an employee to self-regulate and maintain personal accountability without regular check-ins, they need to be clear about this boundary with their employees. Hands-on S1 management involves clear, direct instructions and explanations.
• Organization: Guiding employees with different leadership needs requires strong organizational and planning skills. Situational managers must track employee performance, manage schedules and help employees coordinate their efforts.

Are there any disadvantages of situational leadership?

Like any leadership style, a situational strategy can have ups and downs. Because leaders need to assess their employees’ skills and dispositions, it calls for a reliable understanding of the team. You can grow this knowledge by conducting performance reviews or having regular one-on-one conversations.

Additionally, constantly shifting your leadership style may cause some confusion among employees who expect a more consistent approach. Communicating effectively and being transparent with your team can minimize misunderstandings.

What is the difference between situational leadership and purpose-driven leadership?

Purpose-driven leadership focuses on helping employees find meaning in their roles and embrace shared company goals. Situational leadership is more concerned with adapting an individual’s skills and abilities to effectively approach tasks.