Situational Leadership Theory: What Most Leaders Miss

Why do some leaders succeed with one team but struggle with another? The answer often lies in how they adjust their approach. Situational Leadership Theory explains that effective leadership is not about using one fixed style, but about responding to people based on their skills, confidence, and readiness.

In real workplaces, teams change, tasks evolve, and expectations shift. Leaders who fail to adapt often create frustration without realizing why. This article explores Situational Leadership Theory in a practical, real-world way, showing how leaders can guide people more effectively by understanding when to direct, support, involve, or step back.

Why One Leadership Style Fails with Different People

Have you ever noticed how the same leadership style works well with one person but completely fails with another? You may guide one team member step by step, while another feels suffocated by the same approach. This confusion is common, especially for new managers, teachers, team leaders, and even parents.

The real question many people are asking is simple:

Is there one leadership style that works for everyone?

The short answer is no. And that is exactly why the Hersey-Blanchard Situational Leadership Theory exists.

This leadership model explains a simple yet powerful idea: good leaders adapt their style to the situation and the person they are leading. Instead of forcing one method on everyone, leaders adjust their behavior to match the readiness of their followers.

This article explains the theory in plain language, with clear examples from real life. By the end, you will understand not just what the Hersey-Blanchard model is, but how it fits into modern work, remote teams, education, and everyday leadership.

What Is Situational Leadership Theory?

Situational Leadership Theory is a leadership model developed by Paul Hersey and Ken Blanchard in the late 1960s.

The core idea is very simple:

There is no single best way to lead. Effective leadership depends on the situation.

Instead of focusing only on the leader’s personality or power, this theory focuses on follower readiness. That means how prepared, skilled, and confident a person is to complete a task.

In the Hersey-Blanchard Situational Leadership Model, leaders adjust two key behaviors:

• Task behavior – how much direction the leader gives.
• Relationship behavior – how much support the leader provides.

By balancing these two, leaders choose the right style for each person and situation.

This makes situational leadership practical, flexible, and easy to apply.

These two behaviors form the foundation of the Hersey-Blanchard approach to leadership. For readers who want a detailed breakdown of the Hersey-Blanchard Situational Leadership Model, including how task and relationship behaviors work together, this foundational explanation provides helpful background.

Why This Leadership Theory Still Matters Today

Workplaces today are very different from the past. Teams are more diverse. Many people work remotely. Employees expect guidance, but they also want freedom and trust.

Using a fixed leadership style in such an environment often leads to:

• Frustrated employees • Poor performance • High turnover • Weak team trust

The Hersey and Blanchard Situational Leadership approach fits modern leadership because it:

• Encourages leadership flexibility • Supports employee development • Works well in remote work settings • Respects individual differences

This is why it is still widely used in leadership training programs across the world.

The Core Building Blocks of the Hersey-Blanchard Model

Before understanding leadership styles, we must understand follower readiness.

What Is Follower Readiness?

Follower readiness refers to a person’s ability and willingness to complete a task.

It has two parts:

• Ability – skills, knowledge, and experience
• Willingness – confidence, motivation, and commitment

Readiness is not permanent. A person may be highly ready for one task and not ready at all for another.

This is why situational awareness is critical for leaders.

The Four Leadership Styles Explained Simply

The Hersey-Blanchard Situational Leadership Theory defines four leadership styles. Each style matches a specific level of follower readiness.

Let’s look at them one by one.

1. Telling Style (High Task, Low Relationship)

What This Style Looks Like

In the Telling Style, the leader:

• Gives clear instructions • Explains what to do and how to do it • Closely supervises the work

Communication mostly flows one way.

When to Use the Telling Style

This style works best when followers:

• Are new to the task • Lack skills or experience • Feel unsure or nervous

Simple Example

Imagine a new employee on their first day. They don’t know the process, tools, or expectations. Giving freedom at this stage can create confusion.

Clear direction builds confidence.

Why This Matters

Many leaders avoid being direct because they fear sounding strict, but new learners often need structure more than freedom.

2. Selling Style (High Task, High Relationship)

What This Style Looks Like

In the Selling Style, the leader:

• Still gives direction • Explains reasons behind decisions • Encourages questions • Motivates and supports

When to Use the Selling Style

This works best when followers:

• Have some skills • Still need guidance • Are unsure about their confidence

Simple Example

A team member knows the basics but hesitates to take responsibility. The leader explains tasks clearly and also builds trust through conversation.

Why This Matters

This stage is where many people quit or lose motivation. Support plus guidance keeps them engaged.

3. Participating Style (Low Task, High Relationship)

What This Style Looks Like

In the Participating Style, the leader:

• Shares decision-making • Listens more than directs • Encourages ideas • Builds ownership

When to Use the Participating Style

Best for followers who:

• Are skilled • Understand the task • Need encouragement, not instructions

Simple Example

An experienced employee feels bored or unheard. The leader invites them into planning and decision-making.

Why This Matters

People often leave jobs not because of pay, but because they feel ignored. Participation builds trust.

4. Delegating Style (Low Task, Low Relationship)

What This Style Looks Like

In the Delegating Style, the leader:

• Assigns responsibility • Gives minimal supervision • Trusts the follower

When to Use the Delegating Style

This works best when followers:

• Are highly skilled • Are confident • Take responsibility

Simple Example

A senior professional managing their own project does not need daily check-ins.

Why This Matters

Micromanaging skilled people kills creativity and motivation.

Matching Leadership Style With Readiness Levels

Hersey and Blanchard matched leadership styles with four readiness levels:

• R1 – Low ability, low confidence
• R2 – Low ability, high motivation
• R3 – High ability, low confidence
• R4 – High ability, high confidence

Each level requires a different approach.

Effective leadership means reading the situation, not assuming.

The theory’s Performance Readiness levels (R1–R4) explain how leaders must tailor their behavior to competence and confidence levels. You can see the full explanation on the Wikipedia page for Situational Leadership Theory.

Common Confusion About Situational Leadership

Mistake 1: Using One Style for Everyone

Many leaders find one style comfortable and stick to it. This creates an imbalance.

Mistake 2: Confusing Readiness With Personality

Readiness is task-based, not personal. A confident person may still be new to a task.

Mistake 3: Thinking Delegation Means Absence

Delegating still requires trust and accountability.

Why This Matters Right Now

Modern leadership is changing fast.

• Remote work needs trust • Younger workers expect involvement • Teams are more cross-functional

Situational leadership supports adaptive leadership without complex systems. It helps leaders stay human while being effective.

What Most People Are Missing

Many leadership models focus solely on the leader. The Hersey-Blanchard model focuses on the relationship between the leader and the follower.

This is where it connects with Leader-Member Exchange Theory, which also emphasizes trust and relationship quality.

Leadership is not about control. It is about alignment.

Situational Leadership vs Other Leadership Theories

Compared to Transformational Leadership

Transformational leadership focuses on inspiration. Situational leadership focuses on readiness. Both are useful, but situational leadership is more practical for daily tasks.

Compared to Contingency Leadership Theory

Contingency theories look at structure and environment. Situational leadership looks at people.

The Bigger Picture of Effective Leadership

Effective leadership is not about being soft or strict. It is about being aware.

Situational awareness allows leaders to:

• Prevent burnout • Build skills • Create trust • Improve performance

This applies not only at work, but also in education, parenting, and community leadership.

What Could Happen Next

As work becomes more flexible and less hierarchical, leadership models like Hersey-Blanchard will become even more relevant.

Leaders who fail to adapt will struggle to keep teams engaged.

Practical Ways to Apply Situational Leadership Today

Situational leadership works best when it becomes a habit, not a one-time decision. Below are practical, coaching-based ways leaders can apply this model in daily work.

1. Start With Observation, Not Assumptions

Many leaders act too quickly. Situational leadership begins with watching how a person works.

Ask yourself: • Do they ask many questions? • Do they avoid decisions? • Do they complete tasks confidently?

These signals reveal readiness better than resumes or job titles.

2. Ask Simple, Honest Questions

Leadership coaching often starts with questions, not instructions.

Examples: • “How confident do you feel about this task?” • “What part feels unclear?” • “What kind of support would help right now?”

These questions build trust and give you real data to adjust your style.

3. Adjust Style Without Changing Standards

Situational leadership does not mean lowering expectations. It means changing how you support people, not what you expect from them.

High standards with flexible leadership create growth.

4. Review Readiness Regularly

Readiness changes as tasks change.

A person may be ready for routine work but not for a new responsibility. Effective leaders reassess often instead of assuming progress is permanent.

Situational Leadership in Remote and Hybrid Work

Remote work has made leadership harder and easier at the same time.

Harder because: • You see less body language • Misunderstandings increase

Easier because: • Output is more visible • Communication can be structured

Situational leadership suits remote work well because it encourages intentional communication.

How to Apply the Model Remotely

Use the,

• Telling style for new remote hires with clear written steps.
• Selling style through video calls and regular check-ins.
• Participating style by inviting ideas in shared documents.
• Delegating style by trusting timelines instead of monitoring hours.

Remote leadership succeeds when trust replaces control.

Strengthening EEAT: Why This Model Builds Trust

Experience, expertise, authority, and trust matter in leadership content.

The Hersey-Blanchard Situational Leadership Theory has lasted for decades because it reflects how people actually learn and grow.

Experience

Managers, teachers, coaches, and parents recognize this pattern instinctively. People need different support at different stages.

Expertise

The model is widely used in leadership training and executive coaching programs across industries.

Authority

It is grounded in behavioral research and continues to evolve through modern leadership practice.

Trust

Most importantly, it respects people instead of labeling them as good or bad performers.

Case Study: Situational Leadership in Action (Manager–Employee)

The Situation

Mark manages a small digital marketing team. One of his employees, Sarah, is excellent at content writing but new to data analytics.

When asked to prepare a performance dashboard, Sarah delays submission and avoids meetings.

Step 1: Diagnose Readiness

Mark notices that Sarah’s ability is low for analytics, but her motivation is high. She wants to learn but feels unsure.

This places her at a moderate readiness level for this task.

Step 2: Choose the Right Style

Instead of delegating or criticizing, Mark uses the Selling (Coaching) Style.

He: • Explains the purpose of the dashboard • Breaks the task into steps • Encourages questions • Shares examples

Step 3: Shift as Readiness Improves

As Sarah gains confidence, Mark reduces direction and moves toward a Participating Style, asking for her input on insights.

Result

Sarah completes the dashboard successfully and later mentors another team member.

This shift shows how leadership style must evolve with readiness.

What Most Leaders Get Wrong About Development

Many leaders confuse development with pressure.

Pushing people before they are ready creates stress.

Protecting people for too long limits growth.

Situational leadership helps leaders find the middle path.

Situational Leadership and Team Development

Teams grow just like individuals.

Early-stage teams need structure.

Growing teams need coaching.

Mature teams need trust.

Effective leaders adjust their role as the team evolves.

How This Model Complements Other Leadership Theories

Situational leadership works well alongside other models.

• Transformtional leadership supports inspiration with structure.
• Leader Member Exchange theory strengthens trust.
• Contingency leadership theory adds a human layer.

Rather than replacing other models, it connects them.

The Bigger Picture: Leadership as a Skill, Not a Trait

The most important idea behind the Hersey-Blanchard model is this:

Leadership is learned, not inherited.

Anyone can improve by becoming more aware of people and situations.

This mindset makes leadership more inclusive and practical.

What Could Happen Next

As work continues to change:

• Leaders will be judged by adaptability.
• Coaching skills will matter more than authority.
• Situational awareness will become a core leadership skill.

Organizations that invest in flexible leadership will perform better.

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