4 - Situational-Leadership

SITUATIONAL LEADERSHIP
Venue – Dubai
Date: 7th – 18th AUGUST 2023
Delegate
Situationa Participate
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Leadershi
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Course Objectives
• Describe the Evolution of Situational Leadership Model
• Explain Hersey-Blanchard Situational Leadership Theory
• Describe Components of Situational Leadership Model
• Explain the Aspects in Situational Leadership Model
• Explain the What is meant by Leadership Style
• Explain Leadership Styles in Situational Leadership Model
• Explain the Developmental Level of Follower
• Describe Impact of Situational Leadership on Performance
• Describe Impact of Situational Leadership on Motivation
• Explain the Steps to Increase Follower Development Level
• Explain Mapping of Leadership Style & Development Level
• Explain the Steps in Situational Leadership Process
• Explain the Criticism of Situational Leadership Model
• List the Advantages of Situational Leadership Model
• List the Limitations of Situational Leadership Model
Introduction
Howard Watson has been

working at Globus for the
George Smith is a Sales
past 5 years under
Manager in Globus Inc., a Peter Looney has recently
George’s leadership. He
leading manufacturer of joined Globus as a Sales
had joined Globus as a
home appliances and air Executive.
Sales Executive and is
conditioners.
presently the Senior Sales
Executive.
Let us look at a conversation that takes place between Howard and Peter.
© ICCD Canada. All rights reserved.
Introduction
Hi! You are Peter, right? I am

Howard, the Senior Sales
Executive and I work in your
department. You have joined as a
Sales Executive, correct?
Howard! Yes, that’s right!

Introduction
So, how do you like your new job?
It’s great! I am still getting to know

the products and the market.

Introduction
Yes, that would take some time to

get acquainted with. However, as
and when you start making sales
calls and working in the field, you
would learn a lot yourself.
Oh yes! That’s absolutely true!

You cannot learn all about
products, processes and the
market from books. However,
George our Sales Manager is
proving to be of great help! He is
hand-holding me through all the
products and processes.

Introduction
Oh yes! He is really good at hand-

holding! His habit of hand-holding
goes a long way!
What do you mean?

Introduction
Just that, George just doesn’t

seem to know when to let go!
You are a new employee, hand-
holding you through your work
is perfectly fine. What about me
though? I have been in this
organization for five years now!
I know the company’s products,
clients, market and processes in
and out. Do you think I still need
hand-holding?
Of course not! You mean George

still guides you in everything!

Introduction
Absolutely! Like I said, he just

doesn’t know when to let go.
Even today when he assigns
tasks to me, he gives me
detailed instructions and
guidance on tasks that I am
perfectly capable of handling
myself. He should give me some
freedom now! All this guidance
and hand-holding is a bit
irritating after so many years of
experience.
Yes, that’s absolutely true! When

your boss treats you like this you
feel he just doesn’t trust you or
your capabilities.
Introduction
Yes! That is exactly the way I feel!
Oh! Let us just hope, George

realizes he needs to use his
leadership skills keeping the other
person and situation in mind.

Introduction
Yes, let’s hope so! Anyways,

welcome to Globus and you can
reach me anytime you need any
kind of help. My extension is 121.
Thanks! It was nice talking to you!

Thanks for your offer of help.

Introduction
You can understand from the

conversation between Howard and Peter
that although Peter thinks that George is
a great leader Howard seems to disagree
with him. George treats both Howard
and Peter in a similar manner. Then, why
do you think both Peter and Howard
have different opinion of George?

Introduction
Yes, the main reason for this difference

in opinions is although George is a
greatly helpful and understanding boss,
he just does not know how to change his
leadership style for different people in
different situations.

Introduction
Let us learn
about ‘Situa
Leadership’ tional
in detail.
George can become a great leader if he

treats each of his employees as per their
situation. Hence, you can see that the
appropriate leadership style and skills
have to be applied as per the situation or
‘Situational Leadership’ is crucial to
become an effective leader.

Objectives
Evolution of Situational Leadership Model
M o del
d e rs hip
n a l L ea r o f
o
uati e a num be g es
e S i t h a n
Th e r g o n
a n tiv ec
nd st is
has u c and sub n 1969. Th
s m eti tio n i
co
s i nc e p
d t o by as
c e it er re l so n
sin n i s ref a n d N e
tio i
evolu ard, Zigarm e since
h v
Blanc ns that ha el.”
io d
“revis ed the mo
p ro v
i m

ea g u es
s col l
a n d h i
s o f the
c h a r d v i s io n h ip I I.
B la n a j o r re
L e a d ers
ffe re dm a ti o nal lar
o S i tu o p u
o d e l in o n ly ap st
m n o t e m o
c e it is o f t h u s e d,
Sin b u t one t w id ely
y, os
theor known, m dership
id e l y u l a r lea u s try.
w t po p n in d
o s e d i
or m e m p loy
o d e ls
m

e d o na
is plac
p h a si s
o nc epts
ia l em t h e c
Spe c ewo f nts
r e v i m e
l rgu
critica oretical a uational
n d the ith Sit
a ted w as
o c i a s it w and
a ss s h ip I I a
nch a rd
e r B la
Lead gated by
ro m ul
p
.
Carew

s w ith
o ble m nce
ng p r a b s e
l o n g oi n g t h e
e ak
i tic a l u d i r w
Cr o r y , inc m e n ts o c a l
th e rg u r i ti
the r e ti c al a n ts f or c
o e
of the cal argum el, the
h e o reti e m o d
t o f th gi cal
t s lo
aspec ce of both ernal
x is te n
a n d i nt t he
e e n c y m s in a l
s is t b le ce p tu
con n c y pro t c o n
ste en
consi and appar idered.
o d e l, e c o n s
m i t y ar
g u
ambi

History of Situational Leadership Model
In the year 1969, Hersey and Blanchard developed a life

cycle theory of leadership, which later they renamed as
‘Situational Leadership Theory’.

History of Situational Leadership Model
Using the traditional

categories of leader
behavior, initiating structure
and consideration, they
formulated a situational
theory of leadership in
which the primary
situational determinant of
leader behavior is the task-
relevant maturity of the
subordinates.

Early Situational Leadership Theory
In the 1977 presentation of
Situational Leadership Theory,
Hersey and Blanchard provide the
most explicit description of the
theoretical foundations for the
original version of their model.
They argue that Korman suggests

the possibility of a curvilinear
relationship rather than a simple
linear relationship between
initiating structure and
consideration and other
variables.

They state that of Situational
Leadership Theory is based on a
curvilinear relationship between task
behavior and relationship behavior and
maturity.
Hersey and Blanchard made the

theoretical explanation for the
relationships among key variables in
the model more ambiguous. In place of
the 1977 statement that Situational
Leadership Theory “is based on a
curvilinear relationship between task
behavior and relationship behavior and
maturity”

The second major change
pertains to the problem of
conceptual ambiguity associated
with the concept of task-relevant
maturity that was identified by
Graeff. As their 1982 presentation
of Situational Leadership Theory
reveals, both ability and
willingness are described,
individually, in linear fashion.

Worse yet, in an attempt to reduce

the conceptual ambiguity inherent in
the uni-dimensional scale of maturity
used in the 1977, the normative
model seems to have resulted in
additional problems that have been
described variously in the literature
regarding theory, as internal
consistency problems or logic
consistency problems.

Situational Leadership II – Second Generation
• The changes in the first

generation of Situational
Leadership Theory were
both cosmetic and
substantive in nature.
• The cosmetic changes

involved alteration of
the labels associated
with virtually all of the
major variables in the
model.

• The major changes

included renaming of
task-relevant maturity as
the “Development
Level” of the follower(s)
and, in turn, the two
components of
Maturity/Development
were renamed as
‘Commitment’ and
‘Competence’ in place of
the original labels of
‘Willingness’ and
‘Ability’.

• Another change in terms

used in the initial model
included substitution of
the path-goal leadership
expressions of ‘leader-
directive-behavior’ and
‘leader-supportive
behavior’ for the
expressions ‘leader task
behavior’ and ‘leader
relationship behavior’,
respectively.

Objectives
Hersey-Blanchard Situational Leadership Theory
• The ‘Hersey-Blanchard
Situational Leadership Theory’
states that instead of using just
one style, successful leaders
should change their leadership
styles based on the maturity of
the people they're leading and
the details of the task.
• Using this theory, leaders should

be able to place more or less
emphasis on the task and more
or less emphasis on the
relationships with the people
they're leading, depending on
what's needed to get the job Roll your mouse
over the icon,
done successfully.
to learn more.
Did You Know?
• In the 80's and early 90's, organizations across

the world laid great emphasis on self managed
teams or the ‘Delegate’ style of leadership to
manage teams. Initially, the decision making
authority lies with the leaders who are usually
the subject matter experts. However, experts
generally tend to make decisions in a narrower
context than do generalists. So, it is crucial that
leaders should recognize that they need to adapt
their leadership style to the situation to choose
the best decision-maker in any given situation.

Definition
n a l L e a d ers h ip is d e fined as a
Situatio ad er or
y le in w h ic h th e le
leadership st
ag e r m u st a d ju st h is style to
the man
h th e d e v elo p m e n t le vel of the
matc tional
e is le a d in g . T h e situ a
followers h
hip m od e l re q u ire s th e leader
leaders
va ry h is e m p h a si s o n task and
to
ip b e h a v io rs to b e st deal
relation sh
d iff e re n t le v e ls o f fo llower
wit h
maturity.

What is Situational Leadership Model?
• Leaders are essentially people who

know their goals and have the power to
influence the thoughts and actions of
others to garner their support and
cooperation to achieve these goals.
• In-case of leaders these goals are rarely

personal and generally to serve the
larger good.
• With changing times, how leadership is

perceived has also changed, but, it
remains an important aspect of social
fabric nevertheless.

What is Situational Leadership Model?
The initial theories proposed that leaders
are born and cannot be created, there are
certain distinct characteristics possessed
by few men which make them leaders.
However, another interesting theory which
was proposed is called ‘Situational
Leadership’ Theory. This theory says that
the same leadership style cannot be
practiced in all situations, depending upon
the circumstance and environmental
context the leadership style also changes.
The pioneers of this theory were Kenneth
Blanchard and Paul Hersey.
The model encourages the leaders to

analyze a particular situation in depth and
then lead in the most appropriate manner,
suitable for that situation.
Benefits of Situational Leadership
There are several ways in which practicing situational leadership may benefit
the leader, the subordinate as well as the organization such as follows:
a l le a d e rs h ip g reatly
Situatio n
n h an c e s p e rfo r m ance.
e It enhances
and leads to
heightened l a
evel of
accountabilit
y not only in
managemen th e
t realms but
throughout
the entire
organization
.
e ove rall p ro d u c tivity
It increases th
of subordinates.

Benefits of Situational Leadership
There are several ways in which practicing situational leadership may benefit
the leader, the subordinate as well as the organization such as follows:
b o o st s an d improves
It greatly
orale.
subordinate m
Situationa
l leadershi
an enhanc p creates
ed s u p p or
the subord t system fo
inate to w r
ork in.
u rn -ove r ti m e.
It red u ce s t h e t

Assumptions of Situational Leadership
The following are the assumptions based on which the Situational
Leadership Model works:
Leaders should There are 4 It presumes that

adapt their style to leadership styles that leadership is about
follower “maturity”, match the four how the boss makes
based on how ready combinations of decisions.
and willing the high/low readiness
follower is to and willingness.
perform required
tasks. Roll your mouse over the
icon, to learn more.
Did You Know?
• There are some other contingency or situational

leadership theories proposed such as: Fiedler’s
Contingency Model of Leadership which says
there are three situational variables to determine
the style of leadership to be adopted:
• Leader-member Relations: The amount of
support, trust and respect that exists amongst
the group members
• Task Structure: To determine how well defined is
the task and whether the outcomes are clear
enough to denote as a success or failure
• Position Power: The amount of power the leader
can use to accomplish goals and the support of
higher management

Objectives
Components of Situational Leadership Model
According to Paul Hersey, “Situational Leadership” is based on interplay
among the amount of following components:
Socio- Direction
emotional
Support
Readiness

Components of Situational Leadership Model
According to Paul Hersey, “Situational Leadership” is based on interplay
among the amount of following components:
Direction that a
leader gives
also known as
‘task behavior’
Socio- Direction
emotional
Support
Socio-emotional ‘Readiness’ or
support that a ‘Development’ level that
leader provides followers exhibit on a
Readiness
also known as specific task, function,
‘relationship activity, or objective that
behavior’ the leader is attempting
to accomplish through
the individual or group
MCQ
Q. Which of the following is also

known as ‘task behavior’?
Click on the
radio button
to select the
correct
answer!
Objectives
Aspects in Situational Leadership Model
There are three aspects in the Situational Leadership Model that need to be
considered in a situation:
Employees’ Maturity of the Complexity of the

competences employees task

Objectives
What is meant by Leadership Style?
Leadership Style means the behavior pattern of a leader who is an individual

who attempts to influence others. Hence, the leadership style of every leader
includes the following:
Directive or Task Behaviors
Supportive or Relationship Behaviors

Characteristics of Effective Leaders
The following are the traits or characteristics of effective leaders:
1
• Vision: A leader should have an ideal goal in mind
which proposes a future better than the status quo.
Followers will be greatly influenced and be
motivated by the extraordinary vision of a leader.
2
• Capability to Articulate Vision: Leader should clearly
state in clear terms the vision in such a way that it is
understandable to others. This articulation
demonstrates an understanding of the followers’
needs and hence acts as a motivating force.
3
• Environmental Sensitivity: Leaders should be
sensitive to the environment and should always make
realistic assessments of the environmental
constraints and resources that are required to bring
about change.
Characteristics of Effective Leaders
4 • Self Confidence: Leaders should be self-confident and

have complete confidence in their judgment and
ability.
5
• Strong Convictions about Vision: Leader should be
strongly committed towards his vision and willing to
take on high personal risk, incur high costs, and
engage in self-sacrifice to achieve their vision.
6
• Extraordinary Personality: Effective leaders should
have a behavior that is unique, novel, unconventional,
and counter to norms. Such behaviors evoke surprise
and admiration in followers.
7
• Influence and Lead Change: Effective leaders
should be perceived as being a change agent and
should evoke radical change rather than just act as
caretakers of the status quo.
Requisite Leadership Skills
There are two main types of requisite leadership skills:
kills
Personal S
Interper
sonal Sk
ills
Let us look at each in detail.© ICCD Canada. All rights reserved.

Personal Skills
The three major types of personal skills required for requisite leadership skills
are as follows:
Developing Managing Stress Problem Solving

Self-awareness Skills
Let us look at each in detail.

Developing Self-awareness
Developing Self-awareness:
• Determining values and priorities

• Identifying cognitive style
• Be aware of one’s strengths and weaknesses
• Assessing attitude toward change

Managing Stress
Managing Stress:
• Coping with stressors

• Manage time effectively
• Delegate to save time
• Use appropriate stress management strategies

Problem Solving Skills
Problem Solving Skills:
• Solving problems creatively

• Using rational approach in problem solving
• Using creative approach in problem solving
• Fostering innovation in others

Interpersonal Skills
The four major types of interpersonal skills required for requisite leadership
skills are as follows:
Efficient Influential Motivating Conflict

Communication Skills Others Management Skill

Efficient Communication
Efficient Communication:
• Provide effective coaching

• Counsel others
• Listen actively
• Understand concerns and problems by proper probing
• Use questioning and probing for better understanding of others
• Use effective communication for building rapport with others

Influential Skills
Influential Skills:
• Projecting power and influences

• Exercising influence on others
• Empowering others
• Project a self-confident and strong image

Motivating Others
Motivating Others:
• Diagnose poor performance

• Create a motivating environment
• Reward accomplishment
• Provide proper feedback
• Monitor performance

Conflict Management Skills
Conflict Management Skills:
• Manage conflicts effectively

• Identify causes of conflicts
• Select and apply appropriate strategies for conflict management
• Resolve confrontations

Interaction between Leader, Followers and Situation
Effective leadership involves an efficient interaction between the leader, his
followers and the situation. The given image shows the relation and interaction
between the leader, his followers and the situation:
Values Personality LEADER

Norms Position
Cohesiveness Expertise
Leadership
FOLLOWERS
Task
Stress
Environment
SITUATION
Causes of Failure in Leadership
It is very important for a leader to know what
he should do but it is also equally important
that he should know what he should not do.
There are various causes or reasons due to
which leaders fail while leading people such as
follows:
Poor interpersonal skills
Lack of capability to organize

minute details
Pressurizing subordinates with the authority

of leadership

Lack of confidence to lead and

influence or persuade others
Being self-centered and only

thinking about oneself
Lack of foresight of the destructive

effects of a negative environment

Over-indulgence in one’s
ego and disregard for all
other’s respect and dignity
Unwillingness to do what he
would ask his subordinate to do
Fear of competition from others and

insecurity about oneself
Focus on what they know as a leader

rather than of what they do as a
leader
Pressurizing subordinates with

his title
Lack of creative thinking

and out-of-the-box thinking

Roll your mouse over
the icon, to learn
more.
Disloyalty towards
organization and team
Lack of understanding of
subordinates concerns and
problems
Lack of common sense and poor

judgment of people and situations

Tip
There are three general leadership styles based on the context of decision
making such as follows:
• Authoritarian or Autocratic: In this style the leader makes all decisions,

using his or her own knowledge, contacts or methods.
• Participative: In this style the leader makes all decisions, after active
consultation with staff to solicit their ideas and input.
• Delegated or Self-managed: In this style the leader sets strategy and
direction and is not usually involved in decision making. All decisions are
pushed to people at the lowest possible level of organization.
Objectives
Leadership Style in Situational Leadership Model
In the Situational Leadership Model, the leadership style has been divided
into the following four types:
• S1: Telling
• S2: Selling
• S3: Participating
• S4: Delegating

S1: Telling
• S1: Telling
S1: Telling:
The ‘Telling Style’ is associated with leaders who minutely supervise their
followers, constantly instructing them about why, how and when of the tasks
that need to be performed.
S2: Selling
• S2: Selling
S2: Selling:
The ‘Selling Style’ is when a leader provide controlled direction and is a little
more open and allows two way communication between himself and the
followers. This ensures that the followers buy-in the process and work towards
the desired goals.
S3: Participating
• S3: Participating
S3: Participating:
The ‘Participating Style’ is characterized by when the leaders seek opinions and
participation of the followers to establish how a task should be performed. The
leader in this case tries creating relationship with the followers.
S4: Delegating
• S4: Delegating
S4: Delegating:
The ‘Delegating Style’ is characterized by when the leader plays a role in

decisions that are taken but passes on or delegates the responsibilities of
carrying out tasks to his followers. The leader however monitors and reviews the
process.
Leadership Style in Situational Leadership Model
The figure given below represents the Leadership Style in Situational Leadership
Model:

MCQ
Q. Which of the following leadership

style involves minutely supervising
the followers?
Click on the
radio button
to select the
correct
answer!
Objectives
Developmental Level of Follower
The ‘Developmental Level of Follower’ is an important indication for a leader to
decide the most appropriate leadership style for them to adopt in a given
situation. The following are the four types of ‘Developmental Level of Follower’
identified in the Situational Leadership Model:
D4
D1
D3 D2

D4: High Competence, High Commitment
D4:
High Competence, High
Commitment
• The followers who are
D4
D1
identified in this category
are the ones who have
high competence and
high commitment
towards the tasks to be
performed.
• It may so happen that D3
D2
such followers may turn
out to be even better
than their leaders in
performing these tasks.

D3: High Competence, Variable Commitment
D3:
High Competence, Variable
Commitment
• This category consists of
D4
D1
followers who have the
competence to do the job
but their commitment
level is inconsistent.
• They also tend to lack the
confidence to go out and
perform the task alone. D3
D2
D2: Some Competence, Low Commitment
D2:
Some Competence, Low
Commitment
D4
D1 • In this case, the followers
have a certain level of
competence which might
be sufficient to do the job
but they are low on
commitment towards the
D3 tasks.
D2
• Despite of having relevant

skills to perform the task
they seek external help
when faced with new
situations.

D1: Low Competence, High Commitment
D1:
Low Competence, High
Commitment
D4
D1 • This category of followers
may not have the specific
skills required to perform
the task but they display a
high level of commitment
towards the task they
D3 have to perform.
D2
• Hence, with confidence

and motivation, they
figure out ways to
complete the tasks.

MCQ
Q. What is meant by a ‘D3’ follower?
Click on the
radio button
to select the
correct
answer!
Other Terms for Development Levels
There are various terms that are widely used in place of the various
‘Development Levels’ D1 to D4 such as follows:
D1: Low Competence, High Commitment or the ‘Enthusiastic

Beginner’
D2: Some Competence, Low Commitment or the

‘Disillusioned Learner’
D3: Moderate to High Competence, Variable

Commitment or the ‘Reluctant Contributor’
D4: High Competence, High Commitment or

the ‘Peak Performer’
Relation between Developmental Level of Follower and
Leadership Style
The style of leadership and the type of followers has

a correlation to each other which forms the basis of
situational leadership. So, a situational leader
would try to accommodate his leadership style as
per the situation and the level of competence and
commitment of his followers. This information is
also an important aspect to consider when senior
leaders act as coaches for their subordinates in the
organizations. Therefore, the ‘Developmental Level
of Follower’ is an important indication for a leader
to decide the most appropriate leadership style for
them to adopt in a given situation.

Objectives
Impact of Situational Leadership on Performance
• Leaders are role models who influence the culture, values,
thoughts and actions of the organization and its people.
• The leadership style practiced by managers greatly influences

the performance and productivity at the work place.
• The situation leadership model encourages managers to

flexibly use their leadership style based on the situation and
thus achieve effective results.
• Both at the middle managerial level where leaders work

closely with people and at higher managerial level where
leaders are responsible to a number of people, their
approach has an impact on the motivational levels of the
organization.
• To create a high performance team that works effectively, the
style that the leader would have to choose may be unique for
each team.
Impact of Situational Leadership on Performance
• The leadership style also has a bearing when leaders are to

act as mentors and coaches for their subordinates.
• The learning style of the subordinates can be interpreted in

the terms of Telling, Selling, Participating and Delegating.
• Some subordinates learn when they know exactly what is to

be done, some learn when they know the importance of the
task, some learn when they understand the how of what is to
be done, and ultimately some learn when they are actually
allowed to perform the task.
• When a leader acts as a coach he/she has to keep in mind

what works best for the trainee and the fact that what works
for one might not work for the other.

Objectives
Impact of Situational Leadership on Motivation
A leader needs to constantly remind oneself of
the motivational needs of the employees. One of
the simplest factors of success cited in the
organizations is a motivated workforce. The four
leadership styles of Telling, Selling, Participating
and Delegating proposed in the situational
leadership model can be used as per the
motivational need of the subordinate. For
example, for a senior manager who has been
recently recruited and who boasts an illustrious
career graph would need more responsibilities
and opportunities to prove himself, that is,
‘Delegating’ to remain motivated. On the other
hand, a fresher joining the organization may look
at more Telling and a little participative approach
to keep him motivated. A leader has to carefully
evaluate and then decide on the right approach
for the subordinate.
Situational Leadership has all the more relevance when teams work
together especially across functions or locations. In these cases the team
members might be physically separated from the leaders and the work
situations might rapidly change, in such cases, maintaining the
involvement and motivation level of team members becomes important.
Apart from this, a leader has to provide a vision to the people; it is the
visions which help them direct and redirect their efforts towards it. In the
recent times where changes are rapid in the organizations, the leaders
have to be fully sensitized to what style would work the best, sometimes
they might have to use a combination of styles to address issues
effectively.
Influence of Situational Leadership on Subordinate
Development
As we know that the situational leadership theory proposes that a leader

needs to change his leadership style as per the situation and environment.
Leaders also need to consider the level of their followers; to decide on a
particular leadership style.

Development
In the organizational context a manager is not just a superior for his team of
subordinates but is also their leader. This implies that as a manager he has
to make sure that the subordinates are working cohesively as a unit to
achieve department or function goals, and if a problem arises the manager
has to step up and take the responsibility as a leader.

Development
How would a manager ensure that each member and the team collectively
are working towards that common goal? Sometimes, the contribution from
each member is not equal, some are working and some are not, which often
leads to imbalances and negativities in the team and work environment.

Development
It is the leadership style practiced by the manager which to quite an extent
is responsible for such a situation to arise. Every team has people who have
different level of competence and commitment towards the work they do,
some are pro-active and others need to be pushed. In either case, the role
of the manager as a leader becomes all the more important where he/she
needs to be flexible with the kind of leadership style they can practice with
each subordinate.

Relationship between Situational Leadership Styles
and Subordinate Development
Now, let us try to understand the relationship between leadership styles and
subordinate development. You know that there are four situational
leadership styles identified by Hersey and Blanchard, which are as follows:
Telling Sellin
g
Delegating tic ip ating

Pa r
Now, the given figure shows the development level of the followers based on
their competence and commitment towards their work.
High Moderate Low
D4 D3 D2 D1
Development Level of Follower(s)

Leaders have to be aware of their surroundings and sensitized to the abilities and
3
motivations of their followers/subordinates in order to be able to take effective
12 4
decisions. Now, let us look at which leadership style would be appropriate with
each of these levels:
D3 D4
D1
D2
Let’s look at each in detail.

1
For D1 Level Subordinate:
• A manager as a leader has to partner in the
developmental journey of his subordinate.
• For a subordinate who is at a level D1, where he has low

competence but high motivation, the leadership style
could be ‘Participative’ where the leader involves the
D1 subordinate and further motivates him to build on his
competence to increase his effectiveness at tasks.

2
• For a subordinate, who stands at a level D2 where

he has some competence but lacks or shows
inconsistent commitment, the leader can resort to
the ‘Telling’ style.
D2 • In this case, the subordinate cannot be relied upon

to complete the task without instructions and
guidance.

3
• For the subordinates who fall into the category of

D3 or high competence but variable commitment,
the leadership style could be ‘Selling’ as the leader
would have to create a buy-in from these
subordinates to secure their commitment towards
D3 the task.
• Since they have the necessary competence to do

the task, instructions are not required but such
subordinates would require understanding of the
value of the work they are doing to feel committed
to the task.

4
• If the subordinate fall into the category of D4 where

they have both high commitment and high
motivation, the leadership style best suited could
D4 be ‘Delegating’, where the leaders need to
understand, acknowledge and appreciate the
competence and commitment of the subordinates
and entrust them with responsibilities.

Factors Affecting Development Level of Follower
Subordinate task-relevant maturity or the Development Level of Follower is
argued to be affected by the following factors:
b M at ur it y
Jo
Psycholo
gical
Maturity

Job Maturity
ity
Job Matur
• Job Maturity:
o Job maturity is argued to reflect the

capacity or ability of the individual to
perform the job.
o It is hypothesized to result from the
amount of education and/or
experience that the individual has
acquired.

Psychological Maturity
• Psychological Maturity:
Psycholo
gical o Psychological maturity appears to
Maturity reflect the motivational state of the
person via the individual’s level of
self-esteem and confidence.
o This dimension is argued to be
associated with an achievement
orientation and a willingness and
ability to accept responsibility.

Objectives
Steps to Increase Follower Development Level
The following are the steps that a leader should use to increase follower
Development Level:
6
Objectives
Mapping of Leadership Style with Development Level
DEVELOPMENT LEVEL APPROPRIATE LEADERSHIP STYLE
D1: Low Competence, High

Commitment
S1: Telling
D2: Some Competence, Low

Commitment
S2: Selling
D3: High Competence, Variable

Commitment S3: Participating
D4: High Competence, High

Commitment S4: Delegating
MCQ
Q. Which of the following is the best

leadership style to be adopted for a
D2 follower?
Click on the
radio button
to select the
correct
answer!
Real Life Example
Let us now look at a

real life example to
understand the
importance of
situational leadership
for a new employee.

Real Life Example
Kevin Smith is a Project

Manager at Globus Inc.
Andrew Pitt has just

joined Kevin’s team as a
Software Tester.

Real Life Example
After the initial introductions
and basic induction into the
team, Kevin assigns a new
project to Andrew.
He asks Andrew to access a

software that Globus is
developing for one of its clients
from the main server.
Kevin assigns the task of testing

one of the builds of that
particular software to Andrew.
Kevin assigns the task and then

leaves for an urgent meeting
with the client.
Real Life Example
Kevin returns back to his
workstation after nearly three
hours of meeting.
After his return from the

meeting, Kevin is surprised and
disappointed to find that
Andrew has done nothing, not
even started the task that Kevin
had assigned to him.

Real Life Example
On enquiring with Andrew,
Kevin discovers that Andrew
was just not able to locate the
server from which he had to
access the build of the software.
Also, most of his team members

were busy working on another
project and Andrew just did not
know whom to approach for
help.

Real Life Example
When Andrew asked some of
his team members for help in
finding the server, his team
members informed him that
there about three main servers
and different builds of the same
software on the server.
They advised Andrew that it

would be better if he first finds
out which particular server and
which particular build Kevin
wants him to work on.
Moreover, Kevin had not even

informed Andrew whether he
should carry out manual testing
or use a testing tool for testing
the build.
Real Life Example
As a result, Andrew had wasted

time waiting for Kevin to return
from his meeting.
Kevin realizes on his return that

it was his fault that he had
assumed things that Andrew
had no knowledge of as he was
new to the team as well as the
organization.

Real Life Example
Kevin makes a mental note that
in future whenever he needs to
deal with new employees, he
would make sure that he gives
them detailed instructions and
guidance to help them start
their work.
Also, he would make sure that

he or someone else is available
when the new employee is
working on the task so that
whenever he has any queries
and concerns, he can get help to
complete the task successfully.

Real Life Example
Hence, you can see that in case
of new employees when leaders
don't match their style of
leadership to the maturity of
the person or group they're
leading, it may create a lot of
confusion, insecurity and in-
confidence in the new
employee.
Therefore, it is crucial that

leaders understand and practice
the Situational Leadership
Model, to match the leadership
style to the maturity of their
subordinates.

Objectives
Steps in Situational Leadership Process
The following are the steps involved in Situational Leadership Process:
Step #1 Step #2 Step #3 Step #4 Step #5 Step #6

Steps in Situational Leadership Process
Assess each
employee on each Follow-up, check
task based on his Discuss the
and correct the
Development Level situation with the
leadership style
such as from D1, D2, employee
appropriately
D3 or D4
Step #1 Step #2 Step #3 Step #4 Step #5 Step #6
Make an Decide on the

overview the Leadership Style for
tasks of each each task for each Make a joint plan
employee / employee such as
subordinate from S1, S2, S3 or S4
Sample Worksheet for Analysis
The following is a sample worksheet that you can use as a leader of a group
to analyze subordinates and teams that you lead:
Teams / Development My current Match of Changes to

Subordinates Level of Leadership Leadership make in
that Subordinate Style with Style with leadership
I Lead this development style and
Subordinate level practices for
/Team better match
Roll your mouse over

the icon, to learn
more. © ICCD Canada. All rights reserved.
Tip
The following are some aspects that you should consider to become a good
situational leader:
• Amount of Risk: What risk is involved in the situation. So, if the risk is
great, the greater will your accountability as a leader be.
• Skills and Experience: Who is best qualified to handle a situation or
make a specific decision.
• Opportunity: Can you use the situation to build someone's
leadership profile, and their confidence and still keep the risk at a reasonable
level.
• Confidence: Determine how much confidence you have in the person
you decide to delegate to and assign the tasks.
Strengths of Situational Leadership Model
The Situational Leadership Model has found widespread acceptance and use
in the organizational setting and proves to be of great use to leaders across
the world due to the various strengths of the model such as follows:
1 Marketplace Approval
2 Practicality
3 Prescriptive Value
4 Leader Flexibility
5 Differential Treatment

Marketplace Approval
2 Practicality The Situational Leadership

Model has found widespread
3 acceptance in organizations
Prescriptive Value
across the world and in the
management field as it is
4 Leader Flexibility perceived as a credible
model for training employees
to become effective leaders.

22 Practicality
Practicality
3 The Situational Leadership

Prescriptive Value Model has found to be
practical and a
4 Leader Flexibility straightforward approach
that is easily understood and
can be applied in a variety of
5 Differential Treatment real life practical settings.

1 Marketplace Approval The Situational

Leadership Model
2 provides very
Practicality
definite
prescriptions and
33 Prescriptive
Prescriptive Value Value clearly outlines
what you should
and should not do
4 Leader Flexibility in various
situational
5 Differential Treatment settings.

1 Marketplace Approval The Situational Leadership

Model lays stress on the
importance of a ‘flexible
2 Practicality leader’ and drives home the
point that a leader can be
3 effective only when he can
Prescriptive Value
change his style based on task
requirements and
44 LeaderLeader Flexibility
Flexibility subordinate
needs.

1 Marketplace Approval The Situational Leadership

Model is based on the
foundational principle that
2 Practicality each situation requires a
unique leadership style and
3 so it is crucial that leaders
Prescriptive Value need to treat each
subordinate according to his
4 unique needs and as per the
Leader Flexibility
task at hand.
Differential Treatment
5

Objectives
Criticism of Situational Leadership Model
There have been several criticisms of Situational Leadership Model such as
follows:
1 • Questions have been raised about theoretical considerations regarding

the validity of the approach due to a lack of an empirical foundation.
2 • Critics have greatly criticized the unclear conceptualization of

commitment.
3 • Basic prescriptions of situational leadership model have not been

supported by replication studies that failed.

Criticism of Situational Leadership Model
4
• Adequate and further research is required to determine how
commitment and competence are conceptualized for each
developmental level.
5 • It fails to adequately address the issue of one-to-one versus

group leadership in an organizational setting.
6
• The Situational Leadership Model does not take into account how
particular demographics influence the leader-subordinate
prescriptions of the model.
7 • Critics have found that the questionnaires are highly biased

in favour of situational leadership.

Real Life Example

understand the
importance of
situational leadership
for an old employee.

Real Life Example
George Thompson is a Project Manager

in Helion Inc. Nick Salvadoz has been
working in George’s team for the past six
years as Senior Software Programmer.
Nick is well experienced both in his own
duties as well as has worked on many of
George’s tasks that he delegates to Nick
from time to time.
Real Life Example
George has to leave in two days time for

a week-long official trip to one of the
client’s headquarters located abroad.
George feels that he wants to delegate all
his routine work to be handled by Nick
who is an experienced team member and
is familiar with George’s responsibilities
and is also willing to do the job.
Real Life Example
George calls Nick for a meeting to inform

him about the official trip and
consequently his absence for a week. He
then asks Nick if he would be
comfortable and confident about
handling George’s responsibilities for a
week during his absence. Nick is hurt by
seeing George’s in-confidence and lack of
trust in him. However, he agrees to
accept the responsibilities and promises
to do his best. George then goes on to
give out a list of tasks and detailed
instructions in completing each task.
Real Life Example
George in his attempt to get the tasks

done from Nick successfully even gives
detailed instructions and guidance in
completing tasks that are normal routine
for Nick. Nick had earlier worked several
times on such tasks when George had
delegated those tasks to him.

Real Life Example
Nick feels really let down by seeing

George’s attitude towards him. He feels
that George just does not think that Nick
is capable and does not trust his
knowledge and skills.

Real Life Example
Although George’s attitude would get the

work done successfully, such an attitude
of lack of trust would damage the
relationship and rapport that he has built
over several years of working with his
team members such as Nick.

Real Life Example
Hence, you can understand that such old

and experienced employees such as Nick
are at D4 development level and
maturity. So, it is crucial that leaders such
as in George’s position should use an S4
style or completely ‘Delegating’
leadership style which would have been
most appropriate instead of an S1 style
or ‘Telling’ style.

Objectives
Advantages of Situational Leadership Model
It provides the right direction towards goal attainment.
It helps develop a leader who is ambitious, has high

energy, a desire to lead, self-confident, intelligent, and is
trustworthy and flexible.
It provides proper knowledge in the task structure of the

job.
The leader can patiently maintain situational stress.

It allows the leader to mould oneself according to

situations.
It helps to develop and gather group support and

experience which is followed by personality, ability and
motivation.
It is greatly used in consulting because it’s easy to

conceptualize and apply.
It has a straightforward nature which makes it practical

for managers to apply.

It allows the leader to mould oneself according to

situations.
It helps to develop and gather group support and

experience which is followed by personality, ability and
motivation.
It is greatly used in consulting because it’s easy to

conceptualize and apply.
It has a straightforward nature which makes it practical

for managers to apply.

The situational approach facilitates its applicability in

virtually all organizations.
The model provides very simple scales that a leader can

use to assess and determine the type of leadership style
to use in a given situation.
It is a simple theory which is extremely easy to apply.
Generally, the maturity and competence of the group are

often overlooked by leaders and this model helps a
leader to focus on these.

Objectives
Limitations of Situational Leadership Model
The Situational Leadership

Model fails to distinguish
between leadership and
management.
It focuses exclusively on what

the person in charge does.
It fails to understand that

leadership is not primarily
about making decisions
anyway. Leadership is about
allowing people to change
direction.
Model may not be applicable
to managers as administrators
or those with limited power
but in structurally in a
leadership position.

Model may be less applicable
in situations involving time
constraints and task
complexity.
The testing of the theory

doesn’t seem to bear out the
predictions.


Model does not make
decisions; it only calls for
change in direction.
There is no line between

leadership and management.

Model puts much emphasize
on what the leader does.

Real Life Example

understand the various
leadership styles to
adopt in different
situations.

Real Life Example
Mark Watson is a Project Manager in

Helios Inc. Let us look at a few situations
that Mark faces at his workplace. Also,
for each situation there are a few
responses given that Mark can adopt in
that particular situation.
You have to read each situation carefully

and then determine what action you
think would be most appropriate for
Mark to take in that particular situation.
Rank your answers from 1 − 4 with #1

being the most appropriate leadership
response and #4 being the least
appropriate leadership response in that
particular situation.
Real Life Example
Mark as the Project Manager of his
department has been assigned the
responsibility to design and implement a
new initiative. Mark has hired/recruited
a Project Team that is eager to begin
Situation #1 work with him in developing and
implementing the new initiative. Mark
has scheduled a series of planning
Possible Responses meetings with his Team.
AT THESE FIRST MEETINGS OF THE

TEAM, MARK SHOULD:
Appropriate Ranking
NOTE: Rank the following responses
from 1 − 4 with #1 being the most
Reason for Ranking
appropriate leadership response and #4
being the least appropriate leadership
response in this particular situation.
Real Life Example
Possible Response #1
Situation #1 Possible Response #2
Possible Responses Possible Response #3
Appropriate Ranking Possible Response #4
Reason for Ranking


Real Life Example
Make sure that Mark defines the responsibilities of the team, present an overview
of the design process he is going to use, direct the work of the team in developing
the new project, and closely monitor progress in implementing the project.
Direct the work of the team in designing and implementing the new project and
encourage team members to work together by recommending ideas, making
decisions on the final design, and implementing the project.
Facilitate the work of the team by encouraging cooperation and involvement of
all team members as they design and implement the new project.
Allow the team to design and implement the project on their own with Mark’s
support and with the resources©that he has given them.
ICCD Canada. All rights reserved.
Real Life Example
1
Situation #1
Possible Response #2 2
Possible Responses
Appropriate Ranking
Reason for Ranking

Real Life Example
1
Make sure that Mark defines the responsibilities of the team, present an
overview of the design process he is going to use, direct the work of the team in
developing the new project, and closely monitor progress in implementing the project.
2
Direct the work of the team in designing and implementing the new project
and encourage team members to work together by recommending ideas, making
decisions on the final design, and implementing the project.
3
Facilitate the work of the team by encouraging cooperation and involvement of
all team members as they design and implement the new project.
4
Allow the team to design and implement the project on their own with Mark’s
support and with the resources©that he has given them.
ICCD Canada. All rights reserved.
Real Life Example
The ranking is such because this is a D1

team or the ‘Enthusiastic Beginner’ that
Situation #1 needs an S1 or ‘Telling’ leader. Such a
team is enthusiastic but not competent.
The leader needs to provide direction
Possible Responses and information by telling and hand-
holding and develop the skills of the
team. The best response is S1 or ‘Telling’
leadership style. As the team develops
Appropriate Ranking competence the leader can adjust his or
her style toward the S2 style or ‘Selling’
leadership style.
Reason for Ranking

Real Life Example
The Team that Mark coordinates as
Project Manager has been working well
together over the past year to design
and implement the organization’s plans
and projects with Mark’s input and
facilitation. As the New Year begins a
Situation #2 number of new projects are being
introduced and several new members
are being added to the team who do not
Possible Responses have previous experience with Mark’s
projects.
Appropriate Ranking MARK SHOULD:

Reason for Ranking from 1 − 4 with #1 being the most
Real Life Example
Reason for Ranking


Real Life Example
Use Team meetings to direct work of the team in creating new programs, while
teaching new members about the organization’s work and their new role. Then
he should work closely to monitor performance of entire team.
He should guide the entire team in creating the new projects, incorporate the
ideas and suggestions of all team members, encourage effective teamwork, and
take time to introduce the new team members.
Ask if there is anything Mark can do to help the new members and support their
excitement about being new team members.
Welcome new members to the team, put them with other team members who
can help them learn to design and implement organization’s projects, while he
facilitates team development and teamwork.
Real Life Example
2
Situation #2
Possible Responses
Appropriate Ranking
Reason for Ranking

Real Life Example
Use Team meetings to direct work of the team in creating new programs, while
2
teaching new members about the organization’s work and their new role. Then
he should work closely to monitor performance of entire team.
He should guide the entire team in creating the new projects, incorporate the 1
ideas and suggestions of all team members, encourage effective teamwork, and
take time to introduce the new team members.
Ask if there is anything Mark can do to help the new members and support their 4
excitement about being new team members.
Welcome new members to the team, put them with other team members who 3
can help them learn to design and implement organization’s projects, while he
facilitates team development and teamwork.
Real Life Example
group which is ‘Capable but Cautious,
Performer’, but with the addition of new
projects and team members they are
now a D2 team or a ‘Disillusioned
Situation #2 Learner’ that needs direction and
support from the leader or S2 style or
‘Selling’ leadership style. With the
Possible Responses leader’s assistance the team can move
quickly to D3 because they have
demonstrated that they can learn and
perform their tasks effectively and
Appropriate Ranking function well together. The best style for
the new leader is S2 style or ‘Selling’
leadership style and gradually moving
Reason for Ranking toward S3 style or ‘Participating’
leadership style as the team masters the
new projects.
Real Life Example
As Project Manager, Mark has worked
closely with one of his teams for several
years. Their work is excellent and the
team gets along well together.
Recognizing their abilities, Mark feels
that they can now work more on their
Situation #3 own. Mark has begun this year to
redirect his energies to other projects
and teams and they have continued to
Possible Responses work effectively. Mark must now ask
them to accept additional tasks and
responsibilities.

Real Life Example
Reason for Ranking


Real Life Example
Assign them the new responsibility, make sure they know what to do, and
supervise them closely.
Give them the new responsibility. Tell them that he is pleased with their past
performance and that he is sure they will do well with this new responsibility.
Facilitate the team’s meetings.
Make sure they know what Mark wants them to do, but incorporate any helpful
suggestions they have.
Let them determine how to complete the new responsibility and be available to
support them and provide the information and resources that will be needed.
Real Life Example
4
Situation #3
Possible Responses
Appropriate Ranking
Reason for Ranking

Real Life Example
4
Assign them the new responsibility, make sure they know what to do, and
supervise them closely.
Give them the new responsibility. Tell them that he is pleased with their past 3
performance and that he is sure they will do well with this new responsibility.
Facilitate the team’s meetings.
Make sure they know what Mark wants them to do, but incorporate any 2
helpful suggestions they have.
Let them determine how to complete the new responsibility and be available 1
to support them and provide the information and resources that will be needed.
Real Life Example

team or the ‘Self-Reliant Achiever’ and
Situation #3 the leader’s style has been S4 style or
‘Delegating’ style’ for the past year. They
have shown that they can do the current
Possible Responses work and function effectively as a team.
To respect them as ‘Self-Reliant
Achievers’ the best response is 1
Appropriate Ranking because the leader is delegating them
full responsibility, while being of
assistance as and when needed.
Reason for Ranking

Real Life Example
Mark has just been promoted as the
Project Director. One of the teams that
he is about to lead has worked together
for several months. Mark has found that
the team is beginning to perform
effectively on the tasks assigned to them
Situation #4 but somewhat overwhelmed by the
project and the demands of working
together as a team. Mark is unsure
Possible Responses about how he fits into the group and
what his role should be.

Real Life Example
Reason for Ranking


Real Life Example
Assume the leadership of the team, direct the design and implementation of its
projects and tasks, and closely monitor their performance.
Facilitate the planning and implementation of the team’s work and develop the
ability of team members to work together.
Do what he can to make the team feel important and involved, and support their
continued work.
Attend the team meetings, but let the team continue to work as it has in the past
year.
Real Life Example
2
Situation #4
Possible Responses
Appropriate Ranking
Reason for Ranking

Real Life Example
2
Assume the leadership of the team, direct the design and implementation of
its projects and tasks, and closely monitor their performance.
Facilitate the planning and implementation of the team’s work and develop 1
the ability of team members to work together.
Do what he can to make the team feel important and involved, and support 3
their continued work.
Attend the team meetings, but let the team continue to work as it has in the 4
past year.
Real Life Example

team or a ‘Disillusioned Learner’ that is
Situation #4 learning the task, but needs the leader’s
support. They are overwhelmed, which
is natural as they learn the scope of the
Possible Responses work. This calls for an S2 style or ‘Selling’
leadership style that is concerned with
continuing task accomplishment, while
developing the ability of the team to
Appropriate Ranking work effectively together. They need
supportive behaviors to compliment the
facilitation of the team’s work.
Reason for Ranking

Practice
Let us now practice all

that you have learned
about Situational
Leadership.

Practice
You have been working as a manager

for five years. What is the type of
leadership style that you would
adopt in the following situations?
• When a new team member joins

your team
• When you have to leave for an
official trip to go abroad
• When you have to implement a
new initiative in your old team

Case Study
1. What is the type of

leadership style that
Kevin should adopt at
Kevin Peterson is a Project the beginning of the
Manager in Globus Inc. He new project?
has been recently assigned
a new project to handle 2. What is the type of
with his team of seven old leadership style that
members and two new Kevin should adopt
members. after the team has
worked together for
two years on the
same project?

Summary
Leadership Style in
Situational Leadership
Developmental Level of Components of

Follower Situational Leadership
Situational
Leadership
Aspects in Situational Steps in Situational

Leadership Leadership Process
Let’s look at each in detail. © ICCD Canada. All rights reserved.

Summary
S2: Selling S3: Participating
S1: Telling S4: Delegating
Leadership Style in
Situational
Leadership
Summary
Direction
Components of
Readiness
Situational
Leadership
Socio-emotional Support

Summary
Situational
Leadership
Steps in Situational
Leadership Process
Follow-up, check
Overview the tasks and correct the
of each employee leadership style
Assess Development Level

of each employee on each Make a joint plan
task
Decide on the Leadership
Style for each task for each Discuss the situation
employee with the employee
Summary
Situational
Leadership
Aspects in Situational
Leadership
Employees’ Complexity of the

Competences Task
Maturity of the
Employees

Summary
D3: High
Competence, D2: Some
Variable Competence, Low
Commitment Commitment
D4: High D1: Low

Competence, High Competence, High
Commitment Commitment
Developmental Level of
Follower
Situational
Leadership
Glossary
Click each alphabet to learn more.
S
Glossary
• Competence - Competence C
means the quality of being
adequately or well qualified
physically and intellectually D
• Commitment - Commitment
means the trait of sincere and
M
steadfast fixity of purpose
S
Glossary
• Direction - Direction means C

helpful suggestions regarding a
decision or future course of
action
D
• Delegating - Delegating means
authorizing subordinates to
make certain decisions M
S
Glossary
• Maturity - Maturity means the C

state of being mature and full
mental development
D
• Motivation - Motivation is the
psychological feature that arouses
an organism to action toward a
desired goal and that which gives M
purpose and direction to behavior
S
Glossary
• Participating - Participating C
means to become a participant
in an activity or decision and be
involved in
D
• Performance - Performance
means the process or manner of
functioning or operating M
S
Glossary
• Situation - Situation is a
condition or position in which C
you find yourself
• Selling - Selling means persuade D

somebody to accept something
S
Yo u h a v e
s s f u l l y
Succe e
p l e te d t h
C o m
u l e o n
Mod
n g ra t u l a Situ a t i o n a l
C o Leade r s h i p !
ti o n s

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SITUATIONAL LEADERSHIP

Howard Watson has been

Hi! You are Peter, right? I am

Howard! Yes, that’s right!

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So, how do you like your new job?

It’s great! I am still getting to know

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Yes, that would take some time to

Oh yes! That’s absolutely true!

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Oh yes! He is really good at hand-

What do you mean?

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Just that, George just doesn’t

Of course not! You mean George

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Absolutely! Like I said, he just

Yes, that’s absolutely true! When

Yes! That is exactly the way I feel!

Oh! Let us just hope, George

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Yes, let’s hope so! Anyways,

Thanks! It was nice talking to you!

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You can understand from the

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Yes, the main reason for this difference

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George can become a great leader if he

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In the year 1969, Hersey and Blanchard developed a life

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Using the traditional

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They argue that Korman suggests

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Hersey and Blanchard made the

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Worse yet, in an attempt to reduce

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• The changes in the first

• The cosmetic changes

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• The major changes

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• Another change in terms

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• Using this theory, leaders should

• In the 80's and early 90's, organizations across

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• Leaders are essentially people who

• In-case of leaders these goals are rarely

• With changing times, how leadership is

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The model encourages the leaders to

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