📊 Situational Leadership: Blanchard–Hersey Model Explained

How do great managers adapt their leadership style to match the people they lead? That’s the heart of Situational Leadership, developed by Kenneth Blanchard and Paul Hersey. This flexible model helps leaders shift their approach based on an employee’s competence and commitment for each task.

🔄 What Is Situational Leadership?

The model assumes there’s no one-size-fits-all style. Instead, leaders must adapt based on the situation and the person. Someone new to a task might need hands-on direction. A seasoned pro might just need space. Situational Leadership helps you decide how much support and direction to give, using the four styles below.

🎯 The Four Leadership Styles (S1–S4)

  • S1 – Telling / Directing: High task focus, low relationship. You define the role and supervise closely. Use this with someone who’s eager but lacks skill (D1).
  • S2 – Selling / Coaching: High task, high relationship. Still direct, but involve them in discussion. Good for team members who know a bit but aren’t confident yet (D2).
  • S3 – Participating / Supporting: Low task, high relationship. You share control and support motivation. Best for competent but hesitant individuals (D3).
  • S4 – Delegating: Low task, low relationship. They take charge, and you step back. Use when they’re confident and skilled (D4).

Example: Sarah is a senior designer (D4). You can use S4—Delegating—because she has the skills and the drive to own her work. But Alex, a new intern (D1), needs S1—Telling—to succeed with structured support.

🧠 The Follower Development Levels (D1–D4)

  • D1 – Low Competence, High Commitment: Eager to help, but lacks experience.
  • D2 – Some Competence, Low Commitment: Knows the basics but is unsure or unmotivated.
  • D3 – High Competence, Variable Commitment: Skilled, but may lack confidence or drive.
  • D4 – High Competence, High Commitment: Fully capable and self-directed.

Note: A single person might be D4 in one area but D2 in another. The model helps leaders flex their style by task, not just person.

🛠️ Situational Leadership in Action

Here’s a step-by-step process you can follow:

  1. List each team member’s key responsibilities.
  2. Assess their development level (D1–D4) per task.
  3. Choose the leadership style (S1–S4) that fits.
  4. Discuss your approach openly with the employee.
  5. Set clear expectations and agree on support.
  6. Follow up, coach where needed, and adjust.

📈 Benefits of the Model

  • Simple and practical to use.
  • Improves manager–employee communication.
  • Encourages employee development and autonomy.

⚠️ Limitations to Keep in Mind

  • Overlaps leadership and management styles—it assumes leadership is just decision-making.
  • Focuses mainly on what the leader does, not how followers feel inspired to act.
  • Doesn’t always account for team culture or external pressures.

🧩 When to Use Situational Leadership

This model works best when:

  • You manage a mixed-skill team with varied roles.
  • You need to delegate or coach employees in growth phases.
  • You want a clear, adaptable structure for people development.

🧠 Related Self-Assessments

📚 Related Training Packages

About the Author: This article was written by senior trainers at TrainingCourseMaterial.com with over 20 years of hands-on experience designing and delivering leadership and coaching workshops across industries.

Reviewed and updated for accuracy – August 2025.

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