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Situational Leadership — Hersey & Blanchard (balanced approach)

Below is a concise, practical summary of the Hersey–Blanchard Situational Leadership Model and how to use a balanced (directive vs supportive) approach in real situations.

Core idea

Leaders should adapt their style to the development (competence + commitment) of the follower for a given task. The model balances two leader behaviours:

・ Directive (task-focused): give instructions, set goals, monitor performance.

・ Supportive (relationship-focused): listen, encourage, involve, and build confidence.

The four leadership styles

1. S1 — Telling / Directing

• High directive, low supportive.

• Use when followers are low competence and high or variable commitment (new to task). Provide clear instructions, specific goals, close supervision.

2. S2 — Selling / Coaching

• High directive, high supportive.

• Use when followers have some competence but low/confused commitment. Explain decisions, provide encouragement, sell the why while still directing task steps.

3. S3 — Participating / Supporting

• Low directive, high supportive.

• Use when followers have competence but variable commitment or lack confidence. Facilitate, share decision-making, remove obstacles, build ownership.

4. S4 — Delegating

• Low directive, low supportive.

• Use when followers are highly competent and motivated. Assign responsibility, monitor at a distance, step back.

Follower development levels (D1–D4)

・ D1 — Low competence, high commitment (novice + eager)

・ D2 — Some competence, low commitment (learning but discouraged)

・ D3 — Moderate to high competence , variable commitment (skilled but unsure)

・ D4 — High competence, high commitment (self-reliant, motivated)

Match D1→S1, D2→S2, D3→S3, D4→S4.

How to apply (practical steps)

1. Assess the specific task and the follower’s:

・ Skill/knowledge for that task (competence)

・ Willingness/confidence/motivation (commitment)

2. Choose the leadership style that matches development level.

3. Communicate task goals and expectations clearly (especially S1–S2).

4 . Provide training, feedback and encouragement appropriate to style.

5. Re-assess frequently — development changes, so style should shift over time.

6. Use a balanced mindset: aim to reduce directive behavior as competence rises and reduce supportive behavior as confidence stabilizes.

Tips for a balanced leader

・ Don’t assume all team members need the same style — diagnose per person and per task.

・ Combine coaching (S2) when skill needs improvement but motivation is low — explain the purpose, tie tasks to personal goals.

・ Avoid under-leading (too little directive for D1) and over-leading (too much direction for D4).

・ Track progress with short check-ins; adjust toward participation and delegation as people develop.

Strengths and limitations

・ Strengths:

・ Simple, practical and widely taught.

・ Emphasizes flexibility and follower development.

・ Limitations:

・ Assessing “development level” can be subjective.

・ Doesn’t specify how to measure competence/commitment quantitatively.

・ Less prescriptive for complex team dynamics or multi-task roles.

Useful references

・ Intro articles and diagrams:

・ Situational Leadership® (official background): https://situational.com/situational-leadership/

・ Corporate Finance Institute summary: https://corporatefinanceinstitute.com/resources/management/hersey-blanchard-model/

・ Practical overview : https://www.hellobonsai.com/blog/situational-leadership

・ [ ] Would you like a one-page slide-ready summary (image/PDF) for training?

・ [ ] Want a short self-assessment quiz to classify a team member into D1–D4?# Situational Leadership — Hersey & Blanchard (balanced approach)