Situational Leadership

BY
 JOHN NAGUIB
 ESRAA MOHAMED
 ALI TANTAWY
Origin

 The theory of situational leadership was developed in

the late 1960's by Paul Hersey and Ken Blanchard. The
theory was first introduced as "Life Cycle Theory of
Leadership".
 During the mid 1970s, "Life Cycle Theory of Leadership"
was renamed as “ Situational Leadership theory“ .
Definition

 Situational leadership : is a style in which the leader or

the manager must adjust his style to match the
development level of the follower he is leading.

 The situational leadership model views leaders as

varying their emphasis on task & relationship behaviors
to best deal with different levels of follower maturity.
 There is no “best” style of leadership.

 The best style depends on the situation :

(the task to be performed & the team to perform it ).

 The best leaders evaluate the variables affecting the situation then
select the best leadership style.
Situational Leadership Model
 Directive/Task Behavior
Involves:
 Clearly Telling People
 What to Do
 How to Do It
 Where to Do It
 When to Do It

 And Then Closely Supervising Their Performance

 Supportive/Relationship Behavior

Involves:
 Listening to People
 Providing Support and Encouraging Their Efforts
 Facilitating Their Involvement in
Problem Solving and Decision Making
 Subordinate’s Development Level

Competence: Task, Knowledge and Skills

Commitment: Motivation and Confidence

 Levels of Development

 D1 - “Enthusiastic Beginner”

 D2 - “Disillusioned Learner”

 D3 - “Reluctant Contributor”

 D4 - “Peak Performer”
Levels of Development
D1
Low Competence, High Commitment

“Enthusiastic Beginner”
Levels of Development
D2
Some Competence, Low Commitment

“Disillusioned Learner”
Levels of Development
D3
Moderate to High Competence,
Variable Commitment

“Reluctant Contributor”
Levels of Development
D4
High Competence, High Commitment

“Peak Performer”
(High) THE FOUR LEADERSHIP STYLES
S High Supportive and High Directive and
U Low Directive High Supportive
P Behavior Behavior
P
O
R
T
I
V
E
S3 S2
B
E S4 S1
H
A
V
I
O Low Supportive and High Directive and
R Low Directive Low Supportive
Behavior Behavior

(Low) DIRECTIVE BEHAVIOR (High)

HIGH MODERATE LOW

D4 D3 D2 D1
DEVELOPED DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

 Directing
 High Directive, Low Supportive
 Leader Defines Roles of Followers
 Problem Solving and Decision Making Initiated by the Leader
 One-way Communication
(High) THE FOUR LEADERSHIP STYLES
S High Supportive and High Directive and
U Low Directive High Supportive
P Behavior Behavior
P
O
R
T
I
V
E
S3 S2
B
E S4 S1
H
A
V
I
O Low Supportive and High Directive and
R Low Directive Low Supportive
Behavior Behavior

(Low) DIRECTIVE BEHAVIOR (High)

HIGH MODERATE LOW

D4 D3 D2 D1
DEVELOPED DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

 Coaching
 High Directive, High Supportive
 Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions
 Two-way Communication
 Control Over Decision Making Remains With the Leader
(High) THE FOUR LEADERSHIP STYLES
S High Supportive and High Directive and
U Low Directive High Supportive
P Behavior Behavior
P
O
R
T
I
V
E
S3 S2
B
E S4 S1
H
A
V
I
O Low Supportive and High Directive and
R Low Directive Low Supportive
Behavior Behavior

(Low) DIRECTIVE BEHAVIOR (High)

HIGH MODERATE LOW

D4 D3 D2 D1
DEVELOPED DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

Supporting
 High Supportive, Low Directive
 Focus of Control Shifts to Follower
 Leader Actively Listens
 Follower Has Ability and Knowledge to Do the Task
(High) THE FOUR LEADERSHIP STYLES
S High Supportive and High Directive and
U Low Directive High Supportive
P Behavior Behavior
P
O
R
T
I
V
E
S3 S2
B
E S4 S1
H
A
V
I
O Low Supportive and High Directive and
R Low Directive Low Supportive
Behavior Behavior

(Low) DIRECTIVE BEHAVIOR (High)

HIGH MODERATE LOW

D4 D3 D2 D1
DEVELOPED DEVELOPING

DEVELOPMENT LEVEL OF FOLLOWER(S)

 Delegating
 Low Supportive, Low Directive
 Leader Discusses Problems With Followers
 Seeks Joint Agreement on Problem Definitions
 Decision Making Is Handled by the Subordinate
 They “Run Their Own Show”
 Increasing Follower Development Level

 Tell Them What You Want Them to Do

 Show Them What You Want Them to Do
 Let Them Try - There Is Some Risk
 Observe Performance - Focus on the Positive
 Manage the Consequences
Situational Leadership is not something
” people.