A Review of the

Situational Leadership
Approach
Submitted in partial fulfilment of the requirements for IP96
05/16/16
Greg Royal

Situational Leadership Defined

The situational approach to leadership is a well known and
applied method of leadership emphasising directive and supportive
dimensions. This style of leadership was initially developed by
Hersey and Blanchard (1969). This approach was based on an earlier
model of management created by Reddin (1967). His model, the 3D
management style theory isessentially a framework emphasizing
concepts and relationships rather than descriptions. It was designed
to serve as a practical tool for managers and team leaders showing
effectiveness as a central value.

Leadership Styles

Leadership style is the first of two major components that describes the manner in
which the leader works to influence the group when utilising the Situational Leadership
11 approach. There are two distinct approaches that the leader will use to guide the
followers. Firstly, directive behaviours help group members accomplish goals, by giving
directions, establishing goals, and methods of evaluation, setting timelines, defining
roles and showing how thee goals are going to be achieved (Northouse, 2016, p.94) Our
second approach to leading is that of a supportive role for the leader, Northouse states,
supportive behaviour involves two-way communication and responses that show social
and emotional support to others (p.94). The competence and commitment of the
followers dictates how the leader will perform her situational leadership approach to
achieve success in the project. These leadership styles can be then broken down to four
categories to better prescribe the approach the leader utilises.

Categories of Situational Leadership

Behavior
Directive Behaviors:
Directive behaviors refer to the leader guiding the followers by
providing direction in regard to the mechanics of the tasks that are being
undertaken. The leader communicates, often with one way communication,
what is to be done, how it is to be done, and who is responsible for doing it
(Northouse, 2016, p.94).
Supportive Behaviors:
This supportive approach emphasises the care and concern that the
leader feels for his/her followers. The leader will demonstrate this attitude
through the use of two way communication and by providing social and
emotional support to others. Northouse states that, asking for input,
solving problems, praising, sharing information about oneself, and listening
are some of the actions utilised by a leader offering supportive behavior
(p.94).

S1- High Directive-Low Supportive

S1 is a directing role where the leader
determines the path the group will follow and
provides little supportive behaviour. The
followers who require this approach are typically
of high commitment, but low competence
rating. Those who fall into this category are
labelled as D1 level followers.

S2- High Directive-High Supportive

S2 describes the followers who possess low to
mid competence and have a low commitment
rating. This group requires a coaching behaviour.
The leader must show encouragement to the
followers, allow their voices to be heard and
continue working to create a team dedicated to
the cause. Ultimately the leader makes the
decisions for these D2 level followers.

S3- Low Directive-High Supportive

S3 is a group that functions well with less
direction and a more supportive approach to
guiding them. These followers demonstrate
moderate to high competence and a high
commitment to their tasks. This group is labelled
D3 level followers and the leader adopts a
supportive manner of leadership while reducing
the overall directive behaviour.

S4- Low Directive-Low Supportive

S4 Is a delegating approach to leadership,
this group of 4D followers requires the least
degree of direction and the leader offers less
goal input and social support, facilitating
followers confidence and motivation in
reference to the goal (Northouse, 2016, p.95).

Developmental Levels of the

followers Under Situational
Leadership
In the Situational Leadership II approach we are concerned with the
tm

competence and commitment of the followers in regards to their desire and

capability to accomplish the goals or tasks set out for them. As stated by
Blanchard et.al, it indicates whether a person has mastered the skills to
achieve a specific goal and whether a person has developed a positive
attitude regarding the goal (p.22) We find those who are engaged,
confident and capable of performing their tasks to be at a high
development level. Those followers who desire and are committed to
achieving their goals, but lack some of the necessary skills are considered
to be at a developing level. The levels of development describe various
combinations of commitment and competence for followers on a given goal

Four Categories of Development

A D1 ranking signifies low inLevels
competence and high in commitment. An
example of this may be a new hire working to prove themselves in a job
they desired.
A D2 rank suggests some degree of competence, yet the initial
excitement may have been tempered by the routine nature of their entry
level position.
A D3 level of development represents followers who are becoming
more competent, while unsure of their overall skill or ability level. This
state may be represented by a somewhat seasoned worker who is given
more advanced duties in the workplace.
A D4 level of development describes a follower who is both highly
competent and very committed. This person may well be a well skilled
tradesperson who understands his value to the company and believes she
is fairly compensated for their skills and attitude.

SUPPORTIVE- S3
High Supportive
And

SUPPORTIVE BEHAVIOR
HIGH

Low Directive Behavior

S3-D3
D3- Moderate to High Competence
Variable Commitment

DELEGATING- S4
Low Supportive
And

Low Directive
S4-D4
D4- High Competence
High Commitment

COACHING- S2
High Supportive
And

High Directive Behavior

S2-D2
D2- Low to Some Competence
Low Commitment

DIRECTING- S1
High Supportive
And

Low Directive
S1-D1
D1- Low Competence
High Commitment

DIRECTIVE BEHAVIOR
HIGHBlanchard, K., Zigarmi, P., Zigarmi, D. (2013). Leadership and the one minute manager: Increasing effectiveness through Situational Leadership R II. New York: William

Strengths of The Situational Approach

to Leadership
It is a well known and respected framework for training leaders in
organisations.
This approach is an easily understood and practical guide to leadership.
Situational leadership can be utilised for many forms of organisations.
There are defined, prescribed approaches to leadership for use once an
assessment of the followers is determined.
This leadership philosophy respects that the competencies and attitudes
of the followers may change during different stages of the project.
This model provides flexible approaches and direction to the leader to
insure the desired outcome is achieved.

Criticisms of The Situational Approach

to Leadership
There is little or no peer reviewed research to determine the validity of
the Situational leadership approach.
There is poor definition regarding the state of competencies and
commitment of the followers as this determination of the followers is
subjective.
The model expects that there will not be a linear improvement of the
followers as might otherwise be expected. It may be expected that as
confidence and competence improves so might commitment.
There may be differing results from this approach depending on the
experience and maturity of the followers.

Methodology of the Situational

Approach to Leadership
In order to effectively guide her group utilizing the situational approach
to leadership, the leader needs to assess the level of competence of the
followers to achieve the groups goal as well as developing an
understanding of the emotional state of the followers and the level of
commitment the followers feel for the tasks they are charged with
undertaking. After developing an accurate profile of the group, the leader
needs to clearly define the steps the group needs to perform to achieve
the desired outcome. Once the analysis of the followers competence and
emotional state has been determined and complexity of the tasks is
understood, the leader can then determine the most effective blend of
directive and supportive leadership behaviors that are required insure the

Applying Situational Leadership to

Organizations
The Situational Leadership approach is an easily understood and intuitive approach
to leadership that can readily be applied to most organizations. This approach is suited
to many levels in most organizations from entry level worker management needs to the
top levels of the boardroom. As well, this meaningful approach can be applied and
utilized during any stage of the activities the group undertakes and functions equally
well (if appropriately applied) as the followers adapt and enter into different levels of
development. The opportunities to deliver support and coaching to any level of
follower, as well as the directing and delegating nature of this approach makes it an
ideal conduit to improve not only relationships within the organization, but to mentor
those followers who desire the opportunity to advance within the organization.

Summary the of Situational

Leadership Approach
Situational leadership suggests the leader analyze the followers and offer models of leadership
styles that match the followers developmental levels. The leadership categories are broken down to
four styles. These styles of leadership combine varying levels of direction and support depending on
the developmental levels of the followers. This approach is practical, easy to understand and apply
and is considered a standard method for the training of leaders. Providing clear and concise
instruction for the leader to follow produces the best outcome for the group depending on the present
level of development of the followers. However, this method faces criticism for not having exact
definitions and leaving the development levels open to interpretation by the leader. Furthermore, the
model does not explain the followers shift from one stage of development to another. Further
criticisms suggest this approach functions on a one to one basis without direction on how to apply the
method to groups who may be operating at different development levels. Also unanswered are the
questions surrounding potential variables in the group, such as disruptive participants or those who
refuse to comply with the leaders direction.

Discussion Questions
Please answer one of the following questions.

Discuss the style of situational approach leadership you would adopt to

encourage and guide participants in a build for a habitat for humanity home
building project. The group will be compromised of people with a wide level of
skills, experience and abilities. You are positioned as the overall project
manager and will need to delegate sub-leaders to assist you direct the
construction.

Describe the style of situational approach leadership that would be most

effective for you considering your development level in your current career.

Discuss the potential benefits and downfalls of applying the situational

approach to management in your present workplace.

References
Blanchard, K., Zigarmi, p., Zigarmi, D. (2013). Leadership and the one
minute manager: Increasing effectiveness through Situational Leadership R
II. New York: William Morrow.
Northouse, Peter G. (2016).Leadership: Theory & Practice(7th ed.).
Thousand Oak, CA: Sage Publications.
Reddin, WJ,(1967). The 3-D management style theory. Training and
development journal.