What leadership theory determines the best leadership style in a particular context according to the level of maturity of followers?

Situational Leadership® is a common-sense, contingency-based leadership model that consists of four common leadership styles. Two points of clarification in that regard:

Table of Contents Show

Analyzing the Hersey-Blanchard Model
Leadership under the Hersey-Blanchard Model
Downsides of the Hersey-Blanchard Model
Additional Resources

Unfortunately, “common sense” is anything but “common practice.”
“Contingency-based” basically means the correct answer to the question:
1. “What is the best leadership style?”
2. Answer: It depends!

A Situational Leader employs one of four leadership styles that provide him or her with the highest probability of success in every situation they encounter. Those situations are a function of the task that needs to be performed, in conjunction with the task-related ability and willingness of the follower identified to perform it. Based on the objective assessment of those parameters, and with the responsibility of successfully and effectively influencing the follower, the leader responds to the situation with one of four leadership styles. Those styles are operationally defined by Task/Directive Behavior and Relationship/Supportive Behavior:

Task/Directive Behavior – the extent to which the leader tells the follower what to do, how to do it, where it needs to be done and when it needs to be completed
Relationship/Supportive Behavior – the extent to which the leader engages in open dialog with the follower, actively listens and provides recognition/reinforcement for task-related progress

STYLE 1– TELLING, DIRECTING or GUIDING

Style 1 or a telling leadership style, is characterized by the leader using moderate to high amounts of Task Behavior and moderate to low amounts of Relationship Behavior. The leader makes decisions surrounding the timely completion of the task and provides the follower with the benefit of his/her experience in that regard. The flow of communication is from the leader to the follower. Questions posed by the leader are typically focused on clarity (.e.g. “Do you have any questions on the instructions we’ve just reviewed?”).

Style 1 is a short-term approach intended to create movement. It aligns with followers who have limited (if any) experience or skill performing the task in question and (for whatever reason) are either insecure or unmotivated to try. Style 1 requires close supervision by the leader for the express purpose of identifying any signs of incremental progress (to be recognized by the leader in an effort to accelerate ongoing development).

STYLE 2 – SELLING, COACHING or EXPLAINING

Style 2 or a selling leadership style, describes a leadership approach that is high on both Task and Relationship Behavior. The leader still maintains decision rights regarding what the follower needs to be doing, how they should be doing it and when it needs to be completed, but that structure is provided in combination with ample opportunity for discussion of why the task is important and where it fits into the overall scheme of operation. The leader also actively recognizes the enthusiasm, interest and commitment of the follower for learning and gaining task-related experience.

Style 2 is intended to create buy-in and understanding. It aligns with followers who have limited (if any) experience performing the task but exude both confidence and motivation toward the process of leader-driven skill development. Like Style 1, effective use of this approach depends upon direct observations by the leader, which fuel focused performance feedback discussions and increased dialog.

STYLE 3 – PARTICIPATING, FACILITATING or COLLABORATING

Style 3 or a participating leadership style, is fundamentally different from Styles 1 and 2 in that it is “follower driven” as opposed to “leader driven.” As such, it depicts an approach that is high on Relationship Behavior but low on Task Behavior. In that context (and from the leader’s perspective), the follower has the ability to perform the task in question at a sustained and acceptable level but lacks either the confidence or the motivation/commitment to do so.

The objective of Style 3 is to create alignment. If the follower is developing, he/she might have demonstrated task proficiency but still have some degree of trepidation about performing it on their own. If the follower is regressing, they are aware they can effectively perform but have lost commitment, motivation (or both) to do so. Either way, the leader needs to discuss the follower’s willingness by asking open-ended questions intended to help the follower recognize the source of the performance challenge and generate a viable solution.

STYLE 4 – DELEGATING, EMPOWERING or MONITORING

Style 4 or a delegating leadership style, is another “follower-driven” leadership approach that is characterized by low amounts of both Task and Relationship Behavior. The follower can perform the task at a sustained and acceptable level and is both confident and motivated to do so.

The intent of Style 4 is to create/enhance task mastery and autonomy. It aligns with followers that have significant experience performing the task at or above expectation, in combination with a level of intrinsic motivation that drives their ongoing commitment to excellence. The flow of communication with Style 4 is from the follower to the leader and is typically initiated by questions from the leader that feature significant degrees of freedom (e.g. “From your perspective, what is working and what do we need to consider doing differently moving forward?”).

Based on your own experience as a leader (and as a follower), consider that the most inconsistent thing a leader can do is to treat everybody the same. A leader’s approach should be dictated by the nuances of each situation they encounter. Situational Leadership® is a practical, repeatable model that helps leaders do just that!

Analyzing the Hersey-Blanchard Model

The Hersey-Blanchard model uses a diagram to classify employees based on their capacity and experience. In the model, employees are referred to as “followers,” while managers are referred to as “leaders.”

The diagram below outlines four distinct groups of followers, each organized by their ability and willingness to work. Ability refers to a follower’s ability to perform their job successfully with a combination of skills and experience. Willingness refers to followers who are motivated to take on a task and have the confidence to carry out their responsibilities.

Based on the Hersey-Blanchard model, the four groups of followers are:

1. Unable and Unwilling (D1)

D1 followers are unable to complete their tasks because they lack the proper skills to succeed. They are also unmotivated and lack confidence in their abilities.

2. Unable and Willing (D2)

D2 followers are unable to complete their tasks, usually due to a lack of skills and experience. However, they are still willing to try and attempt the task. It exemplifies new employees that are motivated to succeed but lack adequate knowledge and ability.

3. Able and Unwilling (D3)

D3 followers have the capacity and experience to complete their tasks but are unwilling to do so. It can be attributed to a lack of self–confidence in their ability or a lack of motivation to follow their leader’s guidance.

4. Able and Willing (D4)

D4 followers have the necessary skills and experience, as well as the confidence in their ability to complete tasks successfully. The employees have the highest level of capacity and can complete tasks while also taking responsibility for their work.

Leadership under the Hersey-Blanchard Model

Under the Hersey-Blanchard model, a leader must adapt their leadership methods depending on the ability and willingness of their followers. For example, a follower with a D2 development level should be led differently than a follower with a D4.

Therefore, the Hersey-Blanchard model outlines four distinct leadership styles, each corresponding to a specific level of employee development.

1. Directing (S1)

The S1 leadership style focuses primarily on providing direction to employees. At the S1 stage, followers lack the ability and willingness to complete their tasks, and leaders must clearly define their responsibilities and ensure they develop the foundational skills to be successful. Typical S1 leadership methods include simple instructions, clear explanations, and careful supervision.

2. Coaching (S2)

The S2 leadership style provides followers with both direction and personal support. In the S2 stage of development, followers are still unable to perform their tasks but are motivated to succeed. Therefore, leaders should ensure that followers are developing the necessary skills but still maintaining their self-confidence. Ultimately, this results in followers that can take on personal responsibility for their tasks.

3. Supporting (S3)

The S3 leadership style focuses on supporting followers and less emphasis on providing direction. At the S3 stage, the follower has already developed the necessary skills to complete their tasks. Therefore, the leader should focus on providing feedback and support to motivate the employee and encourage greater development.

4. Delegating (S4)

The S4 leadership style involves minimal direction and support, as the follower is already capable of performing their tasks independently. At the S4 level, the leader should provide support when needed but also provide the follower with autonomy over their responsibilities.

Downsides of the Hersey-Blanchard Model

Although the Hersey-Blanchard model is well-regarded among professionals, there are still difficulties with its application in the real-world. Since the model is highly focused on the individual, it can be challenging for leaders to apply the model to groups with varying degrees of abilities and experience.

Also, not all leaders can adapt their leadership styles, especially if they hold beliefs that have been established over time.

Additional Resources

CFI offers the Commercial Banking & Credit Analyst (CBCA)™ certification program for those looking to take their careers to the next level. To keep learning and developing your knowledge base, please explore the additional relevant resources below: