LeadershipEssentials

SituationalLeadership
ByKenBlanchard
Session2
Match:

Appropriate LeadershipStyle(L)
WithEmployeeDevelopmentLevel(D)

The4DevelopmentalLevels (Developmentlevelisgoalortaskspecific)
LOW

MODERATE

HIGH

COMPETENCE
LEVEL

LOW
COMPETENCE

LOWTOSOME
COMPETENCE

MODERATETOHIGH HIGH
COMPETENCE
COMPETENCE

COMMITMENT
LEVEL

HIGH
COMMITMENT

LOW
COMMITMENT

VARIABLE
COMMITMENT

D1

D2

HIGH
COMMITMENT

D3

D4

DEVELOPING
Low

Low

C
O
M
M
I
T
M
E
N
T

High

DEVELOPED
High

COMPETENCE

D2

D3

LowtoSome
Competence

ModeratetoHigh
Competence

High

Low
Variable
Commit HighDirective Commit
LowDirective
ment
HighSupportive ment
HighSupportive
(Coaching)

L2

(Supporting) L3

D1

D4

Low
Competence

High
Competence

S
U
P
P
O
R
T
I
V
E

(Encourage

Listen

Ask

Explain)

High
High
Commit HighDirective Commit LowDirective
ment
LowSupportive ment
LowSupportive
(Directing)

L1

High

(Delegating)

L4

Low

Low

DIRECTIVE
(StructureOrganizeTeachSupervise)

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SituationalLeadership
QuickReference
DEVELOPMENTALLEVEL

LEADERSHIPSTYLE

D1

L1

EnthusiasticBeginner

IllDecide

LowCompetence
HighCommitment

HighDirecting
LowSupport

Interestedin&enthusiasticaboutthegoalor
task,butlacksskills&experience.

Acknowledgesenthusiasm,butprovides
specificdirectionandinstructionwithgoals&
timelines.Developsplantoincreaseskill&
providesfrequentfeedback&followup.

D2

L2

DisillusionedLearner

Directing

Coaching

LetsTalk,IllDecide

LowtoSomeCompetence
LowCommitment

HighDirecting
HighSupport

Hasusuallydevelopedsomeskillsinrelationto
thegoalortask,butisoftenfrustrated&de
motivatedduetotheunmetexpectations.The
dropincommitmentisnaturalbutwillpass
morequicklywiththeappropriateleadership
style.

Providessupport,reassurance&praise.
Listenstoconcerns&hearsideas.Involvesin
problemsolving&decisionmakinghowever,
makesfinaldecisions.Explainswhy.Defines
expectations,providesfrequentfeedback&
followup.

D3

L3

CapablebutCautiousPerformer

Supporting

LetsTalk,WellDecide

ModeratetoHighCompetence
VariableCommitment

LowDirecting
HighSupport

Hasfairlygoodskillsinregardtothegoalor
task,butconfidencemaybeshaky,whichcan
affectmotivation.Motivationcanalsobelow
becauseofajobrelatedornonjobrelated
issue.

Sharesresponsibilityforgoalsetting&
encouragesselfreliantproblemsolving&
decisionmaking.Servesassoundingboard.
Providesreassurance,support,encouragement
&praise.

D4

L4

SelfReliantAchiever

Delegating

YouDecide

HighCompetence
HighCommitment

LowDirecting
LowSupport

Hasmasteredthegoalortaskandisconfident
&motivated.

Encouragesgoalsetting,actionplanning&
decisionmaking.Recognizes&values
contributions.Othersarediscipled&
mentored.

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LEADERSHIPDIRECTIVEBEHAVIOR

TheLower theEmployeeDevelopmental Level

TheHigher theLeadershipDirectiveBehavior
Important:Providethewhatandhow

DirectiveBehavioristheextenttowhichaleader:
Tellstheemployeewhattodo,whenandhowtodoit
Spellsouttheleaderandemployeeroles
Closelysupervisesperformance

DirectiveBehaviorincludes:
Settinggoalsandobjectivesdefiningindetailwhatthegoalortaskis,whatagood
joblookslike,andhowperformancewillbetracked
Planningandorganizingworkinadvanceorganizingresources,action,planning,
anddevelopingaplanfortheemployeetolearnnewskills
Identifyingjobprioritiestellingtheemployeewhatisimportant
Clarifyingrolesfiguringoutwhatrolestheleaderandemployeewillplayingoal
accomplishmentandhowdecisionswill bemade
Establishingtimelines
Determiningmethodsofevaluationandcheckingworkprovidingfrequentfeedback
onresults
Teachingtheemployeehowtodoaspecifictask
Closelysupervisingprogress

FourKeyWordsforDirectiveBehavior:
Structure
Organize
Teach
Supervise

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LEADERSHIPSUPPORTIVEBEHAVIOR

TheHigher theEmployeeDevelopmental Level

TheHigher theLeadershipSupportiveBehavior
Important: Listening andencouragingselfreliantproblemsolving

SupportiveBehavioristheextenttowhichaleader:
Engagesinmoretwowaycommunication
Listensandprovidessupportandencouragement
Involvestheemployeeindecisionmaking
Encouragesandfacilitatesselfreliantproblemsolving

SupportiveBehaviorincludes:
Encouraging,reassuringandpraisinganemployeeinanappreciativeoraffirming
way
Listeningtoanemployeesproblems(jobrelatedornot)
Involvingtheemployeeindecisionmakingbyaskingforsuggestionsorinput
Explainingwhy
Encouragingselfreliantproblemsolving
Makinginformationabouttheorganizationaccessible
Disclosinginformationaboutself
Encouragingteamwork

FourKeyWordsforSupportiveBehavior:
Encourage
Listen
Ask
Explain

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MATCHING DEVELOPMENTALLEVEL
& LEADERSHIPSTYLE

D1(DevelopmentLevel1)NEEDS
EnthusiasticBeginner
LowCompetence&HighCommitment
Interestedin&enthusiasticaboutthegoalortask,butlacksskills&experience.

Recognitionofenthusiasmandtransferableskills
Cleargoals
Standardsforwhatagoodjoblookslike
Informationonhowdataaboutperformancewillbecollectedandshared
Informationaboutthetaskandorganization
Handsontraining
Actionplansdirectionabouthow,whenandwithwhom
Timelines
Priorities
Boundaries,limitsonauthorityandresponsibility
Frequentfeedbackonresults

L1(LeadershipStyle1)BEHAVIORS
IllDecide

(HighDirecting:Structure,Organize,TeachSupervise)

Directing HighDirecting&LowSupport
Acknowledgeenthusiasm,butprovidesspecificdirectionandinstructionwithgoals&
timelines.Developsplantoincreaseskill&providesfollowup.

Acknowledgeemployeesenthusiasm
Acknowledgetheemployeestransferableskillsandprogresstodate
Identifydesiredoutcomes,goalsandtimelines
Definewhatagoodjoblookslikeandhowperformancewillbetrackedand
monitored
Developaplanfortheemployeetolearnnewskills
Taketheleadinactionplanning
Makemostofthedecisionsaboutwhat,when,andwithwhom
Providespecificdirectionandinstruction
Taketheleadinproblemsolving
Providefrequentfollowupandfeedback

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D2(DevelopmentLevel2)NEEDS
DisillusionedLearner
LowtoSomeCompetence&LowCommitment
Hasusuallydevelopedsomeskillsinrelationtothegoalortask,butisoftenfrustrated&
demotivatedduetounmetexpectations.Thedropincommitmentisnaturalbutwillpass
morequicklywiththeappropriateleadershipstyle.

Cleargoals
Perspective
Frequentfeedbackonresults
Praiseformakingprogress
Assurancethatitisokaytomakemistakes
Explanationsofwhy
Opportunitiestodiscussconcerns
Involvementindecisionmakingandproblemsolving
Encouragement

L2(LeadershipStyle2)BEHAVIORS
LetsTalk,IllDecide

(HighDirecting:Structure,Organize,TeachSupervise)
(HighSupport:Encourage,Listen,Ask,Explain)

Coaching HighDirecting&HighSupport
Providessupport,reassurance&praise.Listenstoconcerns&hearsideas.Involvesin
problemsolving&decisionmaking,however,makesfinaldecisions.Explainswhy.
Definesexpectations,providesfrequentfeedback&followup.

Involvetheemployeeinidentifyingproblemsandinsettinggoals
Providesupport,reassurance,andpraise
Listenoffertheemployeeandopportunity todiscussconcernsandshareideas
Involvetheemployeeinproblemsolvinganddecisionmaking
Makefinaldecisionsaboutactionplansafterlisteningtotheemployeesideasand
feelings
Providedirection andcoachingtocontinuebuildingandrefiningskills
Explainwhyaparticularapproachisbeingtaken
Provideperspectiveabouthowlongthingsshouldtakeandfeedbackaboutwhether
developmentandperformanceareontrack
Definewhatagoodjobwilllooklikeandhowperformancewillbetrackedwiththe
employee
Continuetoprovidefrequentfollowupandfeedback

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D3(DevelopmentLevel3)NEEDS
CapablebutCautiousPerformer
ModeratetoHighCompetence&VariableCommitment
Hasfairlygoodskillsinregardtothegoalortask,butconfidencemaybeshaky,which
can affectmotivation.Motivationcanalsobelowbecauseofajobrelatedornonjob
relatedissue.

Anapproachablementororcoach
Asoundingboard
Opportunitiestoexpressconcerns
Supportandencouragementtodevelopproblemsolvingskills
Helpinlookingattheskillsobjectivelysoconfidenceisbuilt
Tohaveideaslistenedtoandimplemented
Anopportunitytoaffirmcommitmenttothegoal
Praiseandrecognitionforhighlevelsofcompetenceandperformance
Obstaclestogoalaccomplishmentremoved
Opportunitiestoworkwithothersandbepartofateamworkingonthesamegoals

L3(LeadershipStyle3)BEHAVIORS
LetsTalk,WellDecide
Explain)

(HighSupport:Encourage,Listen,Ask,

Supporting LowDirecting&HighSupport
Sharesresponsibilityforgoalsetting&encouragesselfreliantproblemsolving&
decisionmaking.Servesassoundingboard.Providesreassurance,support,
encouragement&praise.

Shareresponsibilityforproblemidentificationandgoalsettingwiththeemployee
Asktheemployeetotaketheleadinactionplanningandproblemsolving
Serveasasoundingboard,encouragingtheemployeetodiscussconcernsandideas
Listenandencourageselfreliantproblemsolvinganddecisionmaking
Providereassurance,support,encouragementandpraise
Explainwaystomakethegoalortaskmoreinterestingandchallenging,ifmotivation
islow
Providehelpinproblemsolvingbysharingideasifasked
Workwiththeemployeetoevaluatehisorherwork

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D4(DevelopmentLevel 4)NEEDS
SelfReliantAchiever
HighCompetence&HighCommitment
Hasmasteredthegoalortaskandisconfident&motivated.

Varietyandchallenge
Aleaderwhoismoreofamentorandcolleaguethanaboss
Acknowledgmentofcontributions
Autonomyandauthority
Trust

L4(LeadershipStyle4)BEHAVIORS
YouDecide
Delegating LowDirecting&LowSupport
Encouragesgoalsetting,actionplanning&decisionmaking.Recognizes&values
contributions.Othersarediscipled&mentored.
Enabletheemployeetotakecharge
Defineproblemsanddesiredoutcomeswiththeemployee
Expecttheemployeetotaketheleadingoalsetting,actionplanning,anddecision
making
Encouragetheemployeetoevaluatehisorherownwork
Provideopportunitiesfortheemployeetoshareinandcelebratesuccessesandmentor
others
Recognize,valueandrewardtheemployeescontributionstotheorganization
Challengetheemployeetoevenhigherlevelsofperformance
Givemoreresponsibilitiesandopportunitiesforgrowth

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