Situational Leadership: How (and when) to flex your chameleon superpower.
- armenekmekji
- 3 days ago
- 3 min read
In any team, members vary in their confidence, competence, commitment, and experience. According to Cherry, effective leaders "align their behavior to each subordinate's developmental skill for the task at hand." This approach, known as situational leadership, was developed by Ken Blanchard, a world-renowned leadership expert whose model has become the foundation of supervisor training across industries.
Development Levels
In the SLII model, each developmental stage is characterized by a unique combination of competence and commitment:
D1: Enthusiastic Beginner – Low competence but high commitment. This individual is eager and willing to take on new challenges but lacks the experience to perform the task independently.
D2: Disillusioned Learner – Low to moderate competence and low commitment. Initially enthusiastic, this team member may have encountered setbacks and become discouraged, needing support to regain confidence.
D3: Capable but Cautious Performer – High competence with varying commitment. They know the task well but may lack confidence or motivation, requiring occasional reassurance.
D4: Self-reliant Achiever – High competence and high commitment. They are confident, skilled, and able to work independently, often thriving with autonomy.
Each of these development levels corresponds with a specific leadership style designed to meet the individual's unique needs and readiness.
Matching Leadership Styles to Development Levels
In Blanchard’s model, four leadership styles align with each development level. By shifting their approach based on the team members’ current needs, leaders can effectively support development and productivity:
S1: Directing – High direction, low support. Leaders give clear instructions and closely supervise. This style is ideal for D1s who are motivated but lack the skills to work independently.
S2: Coaching – High direction, high support. Leaders continue to provide guidance but also engage team members in decision-making. This style works well with D2s who need encouragement as they build competence and confidence.
S3: Supporting – Low direction, high support. Leaders facilitate and support rather than direct, ideal for D3s who are capable but may need reassurance or motivation.
S4: Delegating – Low direction, low support. Leaders provide minimal oversight, giving D4s the autonomy they require to thrive.
Adaptability is Key
It’s important to remember that a team member isn’t defined to their development level for all activities, just like a leader isn’t defined to a specific style. This is situational, as the name of the theory suggests. A team member may be an enthusiastic beginner (D1) for one task but a self-reliant achiever (D4) for another. So, not only does the leader need to evolve his/her style across different team members, but they also need to adapt their style with the same team member depending on the task at hand.
Reading the Situation: Key Considerations
Adapting to each team member’s needs requires leaders to consider multiple factors:
Motivation – How invested is the team member in the task?
Knowledge – Does the team member have the technical skills or expertise required?
Maturity – Are they ready to take on challenging or stretch goals? And, can they accept feedback/being managed?
Confidence – Do they feel capable of completing the task?
To foster trust and growth while driving results a situational leader must stay attuned to these shifts and recalibrate their approach accordingly.
Conclusion
Situational leadership isn’t about having a fixed leadership style; it’s about continually responding to team members whose needs are in constant motion. Leaders who master this approach empower their teams by delivering just the right balance of guidance, support, and autonomy—ultimately driving performance, engagement, and professional growth.
References
“Situational Leadership Theory”, Kendra Cherry, March 10, 2023 https://www.verywellmind.com/what-is-the-situational-theory-of-leadership-2795321.
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