Alexandra Pflaumer
November 13, 2024
If you've ever had or worked with multiple children, you have likely been humbled at some point with the realization that what worked for one child, doesn't always work for another. Because these little humans have their own unique motivations, interests, preferences, and capabilities, they sometimes need different support. Similarly, no team member is exactly like the other and requires leaders to assess individual needs and adjust their style accordingly. Managers will benefit from approaching their individual working relationships with curiosity and adaptability to meet the unique motivations, commitments, and capabilities of each team member.
In this article, we will explore the core principles of the Situational Leadership Model, illustrate its application with real-world examples, and discuss why adaptable leadership is vital for today’s organizations.
The Importance of Adaptability in Leadership
As more businesses recognize the organizational benefits to diverse teams, styles, and thinking, we also need to upskill leaders to be more adaptable in their approach with individuals. Through my experience supporting managers at all tenures in their leadership, I have witnessed, at all levels, the desire to get one 'playbook' to apply to all management situations. Authentic, effective leadership requires us to match our own behaviors to our intentions-- if we want to hire people with different, nuanced ways of thinking and working, we have to model different, nuanced ways of supporting them. While the Blanchard-Hershey model of situational leadership has been around for decades, it continues to be a resonating model for leaders shifting from a one-size-fits-all mindset to a more adaptable approach.
The Situational Leadership Model Explained
Managers should take different leadership approaches depending on two main factors:
The development level of the person - this is the degree of competence to the task and commitment (buy-in) that they have to the task or role.
The situation- the context in which the task is being performed and any challenges the team faces.
The Situational Leadership Model defines team members through four key development levels:
D1 - Novice: Low competence, high commitment.
D2 - Disillusioned Learner: Some competence, low commitment.
D3 - Capable but Cautious Performer: Moderate to high competence, variable commitment.
D4 - Self-Reliant Achiever: High competence, high commitment.
This approach ensures that team members receive the right balance of guidance and independence.
Development Level Personas
D/S1: New To the Team
The team member is inexperienced but enthusiastic. They may need a lot of guidance, but they are eager to learn.
Consider Julia, a recent college hire on your software engineering team. As a D1 performer, Julia is enthusiastic but lacks the technical skills needed to contribute effectively. During her first few weeks, you maintain a Directive leadership style, giving her clear instructions and regular feedback. As she becomes more skilled, Julia starts taking on more complex tasks confidently.
D/S2: Experienced and Struggling
The team member has learned some skills but lacks confidence or motivation to perform consistently.
Next, there's Miguel, a marketing specialist who has taken a hit to his morale after a challenging campaign. His D2 level means he has some skills, but his commitment is low. Noticing his struggle, you switch to a Coaching style, offering encouragement while inviting him to share his thoughts. You may take a strength-based coaching approach to boost his confidence. Over time, with your support, Miguel rediscovers his enthusiasm for marketing and starts initiating new ideas, regaining his commitment.
D/S3: The Capable Employee
The team member is skilled but may lack motivation in their role. This could be through a discomfort in new or unfamiliar work, or boredom.
Then, we have Lisa, a content creator who excels in her work but hesitates to take risks and tackle unfamiliar projects, placing her at the D3 level. You can amplify her potential using a Supporting leadership style that encourages her to take the lead on a new project, while still being available for help when needed. As she receives support, Lisa gains confidence and begins to take ownership of larger tasks.
D/S4: The High Performer
The team member is highly skilled and motivated, requiring minimal supervision.
Finally, there is Theron, an accomplished sales executive at the D4 level who regularly exceeds their targets. Here, you can apply a Delegative style, giving them the freedom to create their own strategies. You provide initial clear expectations for them and remain available for their support. With this autonomy, Theron feels trusted and empowered, which drives them to innovate and increase their performance even further.
Pulling It All Together
If you are managing a diverse team with varying levels of skill and motivation, you will need to be flexible in your approach. You might use a Directing style with a new employee, a Coaching style with someone who has some experience but needs support, a Supporting style with an experienced person who lacks motivation, and a Delegating style with a highly skilled and committed team member. This flexibility encourages growth at all levels, allowing individuals to develop confidence, competence, and the capacity to take on more responsibility over time.
The Organizational Benefits of Situational Leadership
Utilizing diverse leadership styles not only enhances individual performance but also boosts overall organizational effectiveness. Harvard Business Review shared that companies with flexible leadership practices report higher employee satisfaction, resulting in 25% lower turnover rates and greater team performance.
Effective leaders set clear expectations and adapt their styles, fostering a culture of accountability. When team members feel their needs are understood, they align better with organizational goals, leading to increased productivity and engagement.
Moreover, companies that embrace diverse leadership practices often outperform their rivals. The McKinsey Report noted that organizations with diverse teams generate 35% more revenue than those that lack diversity.
Conclusion
The real strength of the Blanchard-Hershey Situational Leadership Model lies in its flexibility. By adopting the Situational Leadership Model, leaders can better respond to the specific needs of their teams. When managers are aware of team members’ development levels, they can set clear objectives that inspire ownership and accountability, leading to improved engagement. As you lead, remember that a one-size-fits-all management style does not work. Embrace situational leadership, adapt your approach, and watch your team excel.
Want to explore this model further through a team lunch-and-learn or workshop? Whole Person Consulting offers leadership development support to businesses. Book a consultation call to learn more or email info@wholepersonconsulting.com
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