1. Situational Leadership
Victoria Clayton

2. In a nutshell …
Leadership theory developed by Paul Hersey and Ken Blanchard
Effective leadership is task relevant and is most successful when adapted to the ‘maturity’ of the individual/group.
Developed a Situational Leadership model of 4 distinct Leadership Styles based on the amount of direction required and the amount of support required.
4 Development Levels based on the level of competence and level of commitment of the individual/group.
The effective leader will adopt the most appropriate leadership style to the situation/task and the development level of the specific individual/group.

3. 4 Development Level Characteristics
High Competence
High Commitment
Recognised by others
as an expert
Consistently competent;
justifiably confident
Trusts own ability to work
independently; self-assured
Inspired; inspires others
Proactive; may be asked to
do too much D3
High Competence
Variable Commitment
Is generally self-directed,
but needs opportunities
to test ideas with others
Sometimes hesitant,
unsure, tentative
Not always confident; self
critical; may need help
in looking at skills
objectively
May be bored with
goal or task
Makes productive
contributions D2
Some Competence
Low Commitment
Has some knowledge &
skills, not competent yet
Frustrated
Discouraged,
overwhelmed, confused
Developing and learning;
needs reassurance that
mistakes are part of the
learning process
Unreliable, inconsistent D1
Low Competence
High Commitment
New to task or goal,
inexperienced
Eager to learn, willing
to take direction
Enthusiastic, excited,
optimistic
Confidence based on
hopes and transferable
skills, not reality

4. 4 Leadership Styles & Behaviours
HIGH
S3-Supporting
Asking/listening
Reassuring
Facilitating self-reliant problem solving
Collaborating
Encouraging feedback
Appreciating
S2-Coaching
Exploring/asking
Explaining/clarifying
Redirecting
Sharing feedback
Encouraging
Praising
Supportive Behaviour
S4-Delegating
Allowing/trusting
Confirming
Empowering
Acknowledging
Challenging
S1-Directing
Defining
Planning
Orientating
Teaching/showing & telling how
Checking/monitoring
Giving Feedback
LOW
Directive Behaviour
HIGH

5. How can the model be used by the coach?
As part of the diagnostic stage to determine whether coaching is the most appropriate intervention for the individual given their stage of development in relation to the task/situation – competence/commitment?
To assist the coach in clarifying the purpose of the coaching session/s – developmental, performance or transitional?
If the coach has an understanding of the individual’s development level in relation to role/the task the coach can adopt the most appropriate style of coaching - the continuum from directive to non-directive (pure).
The coach can use the model to develop the coachee by using successive leadership styles.

6. How can the model be used with the coachee?
To explore with the coachee their own level of competence and level of commitment for an upcoming task or a task that they are finding challenging. Are they getting what they need from their own manager? How can they influence this?
To facilitate discussion with the coachee about their own development journey using the development level characteristics and descriptors – What is their level of self awareness? How does this fit with the other evidence they have available? e.g. 360 degree feedback, appraisal, manager feedback. How will they move through the quadrants – is it competence or commitment? Gap analysis.
To consider with the coachee how they might want to approach a forthcoming task with a group or individual – have they considered the leadership style that will be most appropriate? How did they arrive at that judgement? Use the model to provide structure for experiment and review.
To explore with the coachee how the model may help to explain the current behaviours of a group/individual in response to their leadership style. How can they adapt their leadership style to drive the required results?
To work with the coachee to identify their dominant/preferred leadership style – where are they most comfortable?/do they have an over-reliance on a particular leadership style?/how adaptable are they?