Situational Leadership: The Art of Agile Management for Maximum Efficiency

Key idea

Situational leadership, developed by Paul Hersey and Kenneth Blanchard, offers an agile approach to management that takes into account the level of development and readiness of employees to perform tasks. This approach helps leaders significantly improve their team's results and create a more motivated and engaged work environment.

Recall your personal experience

Think of a time when you worked under a person who you thought was too strict or too soft. Perhaps your manager did not take into account your individual needs and level of training, which led to a decrease in your motivation and productivity.

Such situations highlight the importance of an adaptive approach to leadership that allows managers to effectively manage different situations and people.

Basic concept and analogies

Situational leadership can be compared to the role of an orchestra conductor. Imagine a conductor who manages the musicians, adapting his instructions depending on the complexity of the piece and the level of preparation of the orchestra. Similarly, a leader must adapt his management style to harmoniously combine the individual abilities and tasks of his employees.

Four Leadership Styles

There are four main leadership styles, and with a certain skill, a top manager can purposefully use and change them, solving specific problems. In their pure form, styles, as a rule, do not occur, but in any leader, one of the four prevails. This is easy to notice if you know the traits of each.

• Directive style:

Imagine a coach who works with beginners in sports. He clearly explains each movement, shows how to perform the exercises correctly, and carefully follows every step of his wards. A leader with a directive style acts in the same way. He gives clear instructions, explains every step of the work and constantly monitors the process.

Application: This style is ideal for working with beginners or when the team is faced with a completely new task.

Example: A new employee in the sales department receives detailed instructions on how to work with the CRM system and the order processing process. The supervisor shows each step, explains all the details, and checks how the newcomer copes with the task.

• Mentoring style:

This style is similar to the work of an experienced master with an apprentice. The leader does not just give instructions, but also explains why it is necessary to act this way. He encourages questions and suggestions from employees, but at the same time maintains control over the situation. It's like a chef teaching a young cook: he shows the technique, explains the choice of ingredients, but makes the final decision about the dish himself.

Application: Works great with employees who have already gained some experience and are ready to take on more responsibility.

Example: A project manager explains the new methodology to the team in detail, answers questions, and encourages discussion, but makes the final decisions himself.

• Supportive Style:

Imagine a soccer team captain who trusts his players, but is always ready to give advice or support in times of need. A leader with a supportive style acts similarly. It gives employees the freedom to make decisions, but stays there to provide support or advice if needed.

Example: The head of the marketing department invites the team to develop a strategy for promoting a new product on their own, providing support and advice on request.

• Delegating style:

This style can be compared to an experienced conductor who trusts his orchestra so much that he can allow the musicians to play on their own, only occasionally intervening for corrections. The leader fully transfers responsibility for decision-making and their implementation to his employees, remaining in the background.

Application: Effective for highly qualified and motivated employees who are able to work autonomously.

Example: The CEO delegates the development of a strategy to enter a new market to an experienced development director, giving him complete freedom of action and resources.

Four levels of employee development

For the successful application of situational leadership, it is extremely important to correctly determine the level of development of each employee. This will allow you to choose the most effective management style for each specific situation.

Hersey and Blanchard identified four main levels of employee development, each of which requires a different approach. Let's take a closer look at these levels and understand which leadership style is best suited for each of them.

• D1: Beginner Enthusiast

Imagine a freshman full of enthusiasm on the first day of school. He is eager to learn, but does not yet know how to approach the textbooks. The same is true for employees at this level: they are full of energy and willingness to work, but they lack specific skills and experience.

Example: A new employee who has just completed training and is ready to start working, but does not yet have practical experience.

Appropriate leadership style: The directive style works great here. Such an employee needs a leader who will clearly direct his actions, explain every step and monitor the completion of tasks. This will help the beginner quickly get used to it and acquire the necessary skills while maintaining their enthusiasm.

• D2: Frustrated Learner

This is similar to the state of a student who has faced the first serious difficulties in his studies. He already has some knowledge, but he begins to doubt his abilities. Employees at this level have already acquired some skills, but their confidence and motivation are starting to decline.

Example: An employee who has faced the first difficulties in his work and begins to doubt his abilities.

Appropriate Leadership Style: A mentoring style is ideal in this situation. A leader must not only give clear instructions, but also explain why it is necessary to act this way. It is important to support the employee, help him regain self-confidence, while continuing to guide his work.

• D3: Capable but Cautious Executor

Imagine an experienced swimmer who hasn't been in the water for a long time and is now a little nervous before diving. Employees at this level are highly skilled, but their confidence and motivation can fluctuate.

Example: An experienced employee who can work independently, but sometimes needs support and motivation.

Appropriate Leadership Style: A supportive style works great in this situation. The leader should trust such an employee more, involve him in the decision-making process and be ready to provide support when necessary. This will help the employee regain confidence in their abilities and reach their full potential.

• D4: Confident Professional

It's like an experienced chef who can create culinary masterpieces without a recipe. Employees at this level have high skills, motivation and are able to work autonomously.

Example: A leading specialist who successfully copes with tasks and is ready to take responsibility.

Appropriate Leadership Style: The delegating style is ideal for such employees. A leader can safely delegate responsibility for decision-making and project implementation to them. Not only will this increase operational efficiency, but it will also help retain such valuable employees, giving them the opportunity for further growth and development.

How it works

Situational leadership works by determining the level of development of employees and choosing the appropriate management style. The process involves several key steps:

Assessment of the level of employee development:

• Observe the work of employees, noting their strengths and areas for development.
• Have regular conversations to better understand their needs and level of readiness for different tasks.
• Consider not only technical skills, but also motivation, confidence, and willingness to take responsibility.

Choosing the appropriate leadership style:

• Based on your assessment, choose the most appropriate style: directive, mentoring, supportive, or delegating.
• Remember that different tasks and situations may require a different approach, even with the same employee.

Adaptation of the style to changing situations:

• Be prepared to change your approach if your current style is no longer effective.
• As the employee develops, smoothly transition from more directive to more delegating styles.
• Encourage feedback from employees about your leadership style and their needs.

Practical exercise

Try to assess the level of development of each member of your team and choose the appropriate leadership style for each task. Discuss the results with the team and gather feedback. For example, have informal conversations with each team member to get their feedback on their current management style and suggestions for improving communication.

How Applying the Concept Can Change Work

Applying situational leadership can dramatically change your work, making it more effective and harmonious. You'll be able to better understand the needs of your employees, increase their motivation and engagement, and achieve better results.

For example:

In one IT company, after implementing the principles of situational leadership, it was possible to significantly reduce the time for developing new products. Managers have learned how to properly assess the level of development of each team member and apply the appropriate leadership style. As a result, experienced developers gained more autonomy, which increased their motivation, and