Situational leadership theory proposes that leaders should adapt their leadership style to fit the development level of their followers. It identifies four development levels that followers can be at based on their competence and commitment. The theory also outlines four leadership styles that range from directing/telling to delegating. Effective leaders will diagnose which style is appropriate based on where followers fall on the development scale. The approach aims to match leadership style with follower readiness to perform tasks. Critics argue that more research is needed to validate situational leadership's prescriptions. However, supporters note its flexibility makes it practical for managers to apply in different organizational contexts.

1. Situational Leadership

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How Does the Situational Approach work
Developmental Levels
Leadership Styles
 Situational Leadership II (SLII) Model
Situational Approach

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Perspective
“Leaders match their style to the competence and
commitment of subordinates”
 Different situations demand different kinds of
leadership ( adapting-style)
 Focuses on leadership in situations
 Called the Situational Leadership II(SLII)
Model
Paul Hersey

4. Low HighDirective Behavior
High
SupportiveBehavior
1-Leadershipstyle
BehavioralPattern
Situational Leadership II (SLII) Model:
Shapes on Behavioral Patterns

5. Establishing goals & how to achieve them
Methods of evaluation & time lines
Defining roles
Directive behaviors
Low HighDirective Behavior
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6. High
SupportiveBehavior
Low
Supportive behaviors

7. Development Levels
The degree to which
subordinates have the
competence and
commitment necessary to
accomplish a given task or
activity
Definition Dimension Definitions
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
D4 D3 D2 D1
Developed Developing
High Moderate Low
Developmental Level Of Followers

8. Behavior pattern of an individual who attempts to influence others.
High Directive
Low Supportive
S 1
High Supportive
Low Directive
S 3
Low Supportive
Low Directive
S 4
High
Low HighDirective Behavior
SupportiveBehavior
High Directive
High Supportive
S 2

9. S1 – Directing/Telling Style
 Leader focuses communication on goal achievement
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Low Competence
High Commitment
 Spends LESS time using supportive behaviors

10.  Leader focuses communication on :
BOTH goal achievement and supporting subordinates’ socio-emotional needs
 Requires leader involvement through encouragement and soliciting subordinate
input
S2 – Coaching/Selling Style
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Some Competence
Low Commitment

11. S3 - Supporting Style
 Leaders does NOT focus solely on goals, they use supportive behaviors to bring out
employee skills in accomplishing the task
 Leader delegates day-to-day decision-making control, but is available to facilitate
problem solving
Mod-High Competence
Low Commitment

12. S4 - Delegating Style
Leader offers LESS task input and social support; facilitates subordinates’
confidence and motivation in relation to the task
 Leader lessens involvement in planning, control of details, and goal
clarification
 Gives subordinates control and refrains from intervention and unneeded
social support
http://ipdbelize.com/wp-content/uploads/2013/09/delegation.jpg

13. Leader effectiveness depends on:
 Assessing subordinate’s developmental position, and
 Adapting his/her leadership style to match subordinate
developmental level
“The Situational approach requires leaders to demonstrate a strong degree of flexibility.”
Subordinates vacillate along the developmental continuum of competence and
commitment
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Leader.jpg?t=1423706224489
How Does the Situational Approach Work?

14. How Does the Situational Approach Work?
1st Task
Diagnose the Situation
 Identify the developmental level
of employee
• Ask questions like:
-What is the task subordinates
are being asked to perform?
- How complicated is it?
-What is their skill set?
- Do they have the desire to
complete the job?
2nd Task
Adapt their Style
 To prescribed Leadership style in
the SLII model
• Leadership style must
correspond to the employee’s
development level

15. Strengths
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16. .
Strengths Leader flexibility
Differential treatment
G

17. Criticisms
 Further research is required to determine
how commitment and competence are
conceptualized for each developmental
level.
 Replication studies fail to support basic
prescriptions of situational leadership model
validity

18.  Questionnaires are biased in favor of
situational leadership
Criticisms
Demographics
Group leadership

19. Application
 Straightforward nature makes it practical for
managers to apply
Consulting

20.  Breadth of situational approach facilitates its applicability in virtually all
types of organizations and levels of management in organizations
Application
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