1. Asst. Prof. Ketan Kamble
Dnyan Ganga Education Trust’s College of Education (B.Ed.), Thane
Situational Leadership by Asst. Prof. Ketan Kamble 1
2. Hersey and Blanhard (1999) and other management experts suggest leaders
should adapt their style of leading depending on the situation.
Thus adaptation, of leadership style depends on follower development or maturity
which is based on readiness and willingness of the followers to perform the
required tasks (that is , their competence and motivation)
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3. Situational Leadership by Asst.Prof. Ketan Kamble 3
S1 – D1
Telling (Directing Leader) – Leader provides detailed instruction and closely
coaches the follower
S2–D2
Selling (Coaching Leader) – leader provides explanations , principle. engages the
follower, coaches as needed
S3–D3
Facilitating or Norming (Counseling Leader) – leader assists the follower with goal
clarification and ideas, then coaches as needed
S4–D4
Delegating – the goal is clarified
4. D1 :- People who are both unable and either unwilling or too insecure to take
responsibility to do something. They are neither competent nor confident.
D2:- People who are having less skill level, but willing to do necessary job task
falls into this D2 category. They are motivated but currently lack of the
appropriate skills.
D3 :- People who are able but unwilling or too apprehensive to do what the
leader wants.
D4 :- People who are both able and willing to take responsibility and do what is
asked of them.
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5. Follower : D1-Low competence, low commitment/ Unable and Unwilling or
insecure
Leader : High task focus, low relationship focus.
When the follower cannot do the job and is unwilling or afraid to try, then the
leader takes a highly directive role, telling them what to do. But there is little
concern for the relationship. The leader may also provide a working structure,
both for the job and in terms of how the person is controlled.
The leader may first find out why the person is not motivated and if there are any
limitations in ability. They follower may also lack self-confidence as a result.
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6. Follower : Some competence, variable commitment/ Unable but willing or
motivated.
Leader : High task focus, high relationship focus.
When the follower can do the job, at least to some extent and perhaps is over-
confident about their ability in this, then ‘telling’ them what to do may demotivate
them or lead to resistance. The leader thus needs to ‘sell’ another way of working,
explaining and clarifying decisions.
The leader thus spends time listening and advising and, where appropriate,
helping the follower to gain necessary skills through coaching methods.
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7. Follower : High competence, variable commitment / able but unwilling or
insecure.
Leader : Low task focus, high relationship focus.
When the follower can do the job, but is refusing to do it or otherwise showing
insufficient commitment, the leader need not worry about showing them what to
do, and instead is concerned with finding out why the person refusing and then
persuading them to cooperate.
If the causes are found then they can be addressed by the leader. The leader thus
spends time listening, praising and otherwise making the good when they show
the necessary commitment.
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8. Follower : High competence, high commitment / able and willing or motivated.
Leader : Low task focus, low relationship focus.
When the follower can do the job and is motivated to do it, then the leader can
basically leave them to it, largely trusting them to get on with the job although
they also may need to keep a relatively distant eye on things to ensure everything
is going to plan.
Followers at this level have less need for support or frequent praise, although as
with anyone, occasional recognition is always welcome.
Note: S3 and S4 are follower – led.
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9. 1) The model is simple, easy to understand and use.
2) When leaders effectively adapt their leadership style to their followers needs,
“work gets done, relationships are built up”.
3) The follower’s developmental level will rise to D4.
4) It recognizes the need for flexibility o the part of leaders.
5) Emphasize the importance of the followers as determinants of leader behavior.
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10. Situational leadership can divert leader’s focus away from long-term strategies,
symbols, structure or politics and focus on short term goals only.
Difficulty in defining and quantifying maturity of followers and who should rate
it.
It ignores interpersonal relationships within work groups that can have a
negative impact on performance.
Followers may be able, willing and confident to perform the tasks but they may
also take advantage of the low intervention from their mangers so that the tasks
may not be completed on time or productivity is not up to par as expected.
The situational leader may be deemed inconsistent and hard to predict
developing lack of trust and fear in the minds of the followers.
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