Situational Leadership Explained: Theory and Real-World Examples

by | Oct 27, 2025 | Uncategorized

Situational Leadership explained theory and real world examples

In today’s dynamic work environment, adaptability isn’t just valuable, it’s essential for effective leadership. That’s where Situational Leadership comes in.

This flexible model empowers you to adjust your approach based on your team’s development level and the specific challenges they face.

Whether you’re managing a fresh graduate or leading an experienced department head, adjusting your leadership style to their readiness drives better performance, motivation, and results.

In this article, we’ll break down:

  • The core principles of situational leadership theory
  • How to apply the four leadership styles (S1–S4)
  • The four readiness levels (R1–R4) and how to assess them
  • Real-world examples showing the model in action

Designed for team leaders, HR professionals, and students in leadership, this guide will help you understand and apply the situational leadership model in practice.

Let’s get started.

What is Situational Leadership?

Situational Leadership is a theory developed by Paul Hersey and Ken Blanchard in the late 1960s.

At its core, the concept is straightforward yet impactful: Great leaders don’t rely on a one-size-fits-all approach; they adapt their style to match the task at hand and their team’s readiness.

As Ken Blanchard puts it:

“The most effective leaders know how to adjust their style to the person and the situation.”

Unlike rigid leadership models, situational leaders actively assess two key factors in their team members:

  • Competence (skills and knowledge for the task)
  • Commitment (motivation and confidence)

This dynamic approach allows leaders to tailor their guidance, whether it’s hands-on direction for a new hire or empowering autonomy for a seasoned expert.

Today, the model has been widely adopted across sectors—from business and education to military and healthcare—thanks to its practicality and proven results.

Now that we’ve covered the basics, let’s dive into the four leadership styles that bring this theory to life.

The Four Situational Leadership Styles (S1–S4)

The Situational Leadership model identifies four distinct leadership styles, each designed to meet an individual’s current skills, confidence, and commitment level. These styles aren’t personality types, but strategic choices for maximum effectiveness in different scenarios.

The model’s foundation is clear: no single leadership style fits every situation or every team member. Great leaders dynamically adjust their balance of:

Directive behaviour: the degree of structure, instruction, and control the leader provides

Supportive behaviour: the level of encouragement, listening, and collaboration the leader offers

Let’s break down each style, Telling, Selling, Participating, and Delegating, and how it plays out in real-world leadership scenarios:

1. Telling (S1) – High Direction, Low Support

Best for: Team members who are new, inexperienced, or unfamiliar with the task. They need clear instructions and close supervision.

Situational leadership styles comparison infographic

Why it works: Providing explicit directions and structured guidance helps prevent confusion and errors. It sets a solid foundation for learning and establishing expectations.

Watch for: Overusing this style can feel overly controlling or demotivating once the team member gains competence, potentially reducing motivation.

Example: When new marketing intern Sarah struggled with social media scheduling software, her manager provided step-by-step guidance with clear deadlines. This hands-on approach helped Sarah avoid mistakes while building initial confidence.

2. Selling (S2) – High Direction, High Support

Best for: When a team member has basic skills and competence but lacks commitment, confidence, or motivation.

Why it works: Combining necessary guidance with motivational support helps build understanding and buy-in. It guides your team member while also addressing doubts or concerns.

Watch for: Focusing only on encouragement without clear direction can leave team members uncertain about expectations.

Example: Junior analyst James knew data tools but hesitated on decisions. His manager explained the rationale behind the insights while encouraging questions. This combination of direction and support helped James grow into a more decisive contributor.

3. Participating (S3) – Low Direction, High Support

Best for: Team members who are competent performers need confidence to take ownership.

Why it works: Encouraging collaboration and sharing decision-making builds confidence and fosters engagement without micromanaging.

Watch for: Avoid slipping into overly hands-off or ambiguous management, which can cause indecision.

Example: Maria, an experienced project coordinator, had great skills but hesitated to share her ideas during team meetings. Her manager began actively soliciting her input and providing positive feedback. Over time, Maria’s confidence grew, and she began leading discussions and proposing innovative strategies.

4. Delegating (S4) – Low Direction, Low Support

Best for: Team members who are highly competent, motivated, and capable of working independently.

Why it works: Giving autonomy empowers skilled team members and frees leaders like you to focus on broader priorities. It shows trust and promotes ownership.

Watch for: Premature delegation to those not ready can result in failure and frustration.

Example: David, a senior designer with years of successful projects under his belt, was given full ownership of a major brand campaign. His manager provided only the overall objectives and trusted David to manage the creative process independently. Feeling empowered, David took the lead confidently, delivering a campaign that exceeded expectations without the need for close supervision.

Understanding readiness levels in situational leadership

Now that we understand the four styles, let’s explore how to identify which one to use by examining team readiness levels.

Understanding Readiness Levels (R1–R4)

Readiness in Situational Leadership measures a team member’s ability and willingness to complete a specific task. Unlike fixed skills assessments, readiness changes dynamically based on the task, situation, and individual growth.

Key Points About Readiness:

  • Must be evaluated task-by-task (a team member may be R4 for one duty but R1 for another)
  • Readiness combines two critical factors:
    • Competence: The skills, knowledge, and experience a person has related to the task.
    • Commitment: The confidence, motivation, and willingness to perform the task.
  • Requires regular reassessment as situations evolve.

Let’s break down the four readiness levels and how they apply in leadership approaches.

R1 – Low Competence, High Commitment

When to use: For team members who are enthusiastic but lack the necessary skills or experience to complete the task effectively.

Why it works: Recognising enthusiasm in newcomers allows leaders to offer clear instructions and practical guidance in a way that keeps motivation high and encourages growth.

Caution: Too much pressure or insufficient guidance can overwhelm and frustrate the person, risking burnout or disengagement.

Example: When Tom, a recent graduate, joined the sales team, he was eager to contribute but unfamiliar with the company’s CRM system. His manager provided hands-on software training while nurturing his enthusiasm, creating a safe learning environment.

R2 – Some Competence, Low Commitment

When to use: Team members who have begun developing skills may feel uncertain, overwhelmed, or discouraged, often due to past setbacks.

Why it works: Leaders combining clear direction with motivational support help rebuild confidence and sustain commitment.

Caution: Ignoring low commitment or focusing only on skills can lead to decreased morale or inconsistent performance.

Example: Emily, a junior salesperson, knew how to prepare client quotes but had lost confidence after a few rejections. Her manager took time to review her work closely while providing encouragement and coaching, helping Emily regain her motivation and improve results.

R3 – High Competence, Variable Commitment

When to use: Capable team members who may lack consistent motivation, confidence, or engagement with the task.

Why it works: Providing collaboration and support, while minimising directive behaviour, encourages the individual to re-engage and assume ownership.

Caution: Failing to provide enough support or feedback may leave the person feeling neglected or undervalued.

Example: Jake, a skilled software developer, had the technical know-how but seemed disengaged during sprint planning, possibly due to burnout. His manager invited him to participate in setting priorities and discussed ways to rekindle his interest, which helped Jake regain focus and enthusiasm.

R4 – High Competence, High Commitment

When to use: Team members who are both highly skilled and motivated, ready to work independently and take full ownership.

Why it works: Leaders can confidently delegate responsibilities, offering autonomy and minimal supervision, fostering trust and inspiring innovation.

Caution: Over-managing or failing to recognise their capabilities may cause frustration or demotivation.

Example: Sophia, a senior HR manager, was tasked with designing a new onboarding program. Having led similar initiatives before, she enthusiastically took full control, while her manager trusted her to deliver results without frequent check-ins.

Now that we understand both leadership styles and readiness levels, let’s explore how to perfectly match them for optimal results.

Matching Leadership Style to Readiness Levels

Situational Leadership is all about alignment—choosing the leadership approach that best matches a team member’s readiness for a specific task.

Once you’ve assessed an individual’s competence and commitment (R1 to R4), immediately apply the matching leadership style (S1 to S4) to optimise their performance.

Each style is designed to meet people where they are in their development. For example, someone who lacks experience and confidence may need more direction and structure, while a highly capable and motivated individual will benefit from greater autonomy.

This situational leadership matrix makes it crystal clear:

The Relationship Between Leadership Styles and Performance Readiness (Source: Leadership Studies)

Key alignments from the matrix:

Readiness Level Matching Style
R1 (Low Competence, High Commitment) S1 (Telling)
R2 (Some Competence, Low Commitment) S2 (Selling)
R3 (High Competence, Variable Commitment) S3 (Participating)
R4 (High Competence, High Commitment) S4 (Delegating)

How to use this matrix:

How to Use the Matrix

1. Locate your team member’s readiness level (R1–R4)

2. Match it to the corresponding quadrant’s leadership style

3. Notice how support decreases while autonomy increases diagonally

Critical Insights About Alignment

1. Mismatches create problems:

  • Delegating (S4) to an R1 employee causes overwhelm
  • Telling (S1) an R4 performer may cause resentment

2. Readiness changes constantly:

  • Your star employee might be R4 for routine tasks but R1 for new challenges.
  • Regular check-ins help prevent style-readiness gaps.

3. Adjustment is key:

  • Increase direction when competence drops
  • Boost support when commitment wavers
  • Pull back when both competence and commitment are high

Remember: Great leaders don’t set-and-forget their approach. They continuously monitor and adapt their style to their team’s evolving readiness. What worked yesterday may not work today.

Pro Tip: Use this matrix as a quick reference tool during 1:1 meetings to help visually assess readiness.

By staying attuned to these changes, leaders can adjust their approach, providing more guidance when needed or stepping back to empower autonomy—ensuring the right balance for success.

Now let’s examine how top leaders apply these principles in real business scenarios to inspire your own leadership practice.

Real-World Situational Leadership Examples

Theory comes alive when put into practice, and these iconic leaders prove the power of adapting your style to your team’s readiness.

While they may not have called it “Situational Leadership,” their success stories reveal the model in action.

Let’s explore how different leadership styles have played out and what we can learn from their success.

1. Steve Jobs: From Directive to Visionary Coach

In the early days of Apple, Steve Jobs was known for his intensely hands-on, directive style.

Early Stage (S1 – Telling)

  • Hands-on direction in product development
  • Perfectionist standards for the small, inexperienced team
  • Suitable for early-stage innovation where clarity and precision are vital

However, as Apple grew and his team matured, Jobs evolved his approach to:

Growth Phase (S2/S4 – Selling/Delegating)

  • Evolved into a visionary coach for seasoned leaders like Tim Cook and Jony Ive
  • Understood when to step in and when to let go

Which brings us to his famous saying:

“It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.” – Steve Jobs

Key Takeaway: Steve Jobs’s journey from a Telling (S1) leader to a Delegating (S4) leader shows that effective leadership is a dynamic process. Leaders must be flexible enough to change their style as their team and company mature.

2. Tan Su Shan: Banking Transformation Through Adaptive Leadership

Tan Su Shan, appointed CEO of DBS Group in 2025, brought over 35 years of banking experience and a steady hand in guiding Southeast Asia’s largest bank through evolving financial landscapes.

Regulatory Changes (S1 – Telling)

  • Personally led workshops when new MAS regulations required bank-wide process changes
  • Combined clear direction with rationale to secure buy-in
  • Suitable for times requiring precise execution and clear direction in a complex regulatory environment

As DBS expanded its digital footprint and wealth management services, Tan Su Shan adapted her leadership to:

Tech Innovation (S2/S4 – Selling/Delegating)

  • Fostered innovation by encouraging teams to experiment with new digital banking technologies (DBS DigiBank)
  • Empowered emerging leaders to take ownership of regional initiatives and customer-centric strategies
  • Demonstrated flexibility in balancing directive guidance with delegation to nurture talent

“Leadership is about being responsible. It’s not just saying one thing and doing another, but being true to your long-term values.” – Tan Su Shan

Key Takeaway: Tan Su Shan exemplifies situational leadership by evolving from an experienced steward providing clear direction to an adaptive visionary empowering innovation and growth within DBS.

3. Satya Nadella: A Model of Modern Situational Leadership

When Satya Nadella became CEO of Microsoft in 2014, he inherited a company in need of cultural transformation.

His leadership style has been widely noted for its emphasis on empathy, collaboration, and trust. He skilfully blended different situational leadership styles:

Default Style (S3 – Participating)

  • Fostered a culture of collaboration and encouraged cross-team partnerships
  • Incorporated diverse perspectives in decision-making processes, especially during cultural transformation
  • Used open communication, empathy, and vulnerability to help Microsoft shift to a cloud-first strategy

Urgent Shifts (S4 – Delegating)

  • Empowered product teams like Azure and Office 365 by giving them the autonomy to execute strategy with clear outcomes
  • Trusted senior leaders to drive innovation, accelerating Microsoft’s growth in cloud computing, AI, and gaming
  • Enabled teams to take ownership while he focused on long-term vision and external partnerships

This adaptability was the key to shifting Microsoft from a know-it-all culture to a learn-it-all culture.

“Leadership is about bringing out the best in people, where you understand them and help them realise their potential.” – Satya Nadella

Key Takeaway: Nadella’s leadership demonstrates that a situational leader can strategically shift from a highly supportive and collaborative style to a more directive one when the situation demands it, all while focusing on empowering others to innovate and succeed.

These examples prove Situational Leadership isn’t theoretical; it’s what separates good leaders from legendary ones.

Now let’s explore what makes these approaches so effective.

Benefits of Situational Leadership

Situational Leadership provides a practical and flexible framework that enables leaders to meet people where they are, based on task-specific readiness.

Unlike rigid leadership models, it recognises that effective leadership is not about a fixed style, but about choosing the right approach for the moment.

Here are some of the key benefits:

1. Enhances Team Development

By adapting leadership style to each team member’s development level, leaders can provide just the right balance of guidance and autonomy. This fosters growth, improves skills, and builds confidence over time.

2. Improves Performance and Productivity

Matching the right leadership style to the task and individual improves clarity, reduces friction, and boosts task execution. When people feel supported at the right level, they tend to perform better and stay more engaged.

3. Builds Trust and Motivation

Employees respond positively to leaders who understand their needs and provide support without micromanaging. Situational Leadership builds trust by showing that the leader is tuned in and committed to each person’s success.

4. Encourages Accountability

As readiness grows, leaders can gradually delegate more responsibility. This signals trust and empowers team members to take ownership of their work, reinforcing a culture of accountability.

5. Adaptable Across Roles and Industries

Whether in corporate settings, education, healthcare, sports, or start-ups, Situational Leadership is highly adaptable. It’s effective at all levels of leadership from team leads to C-suite executives (chief executives and senior decision-makers).

6. Supports Change Management

In times of transition or uncertainty, readiness can vary dramatically. Situational Leadership equips leaders to respond with agility, adjusting their approach as people adapt to new roles, processes, or expectations.

As Ken Blanchard, co-creator of the model, says, “The key to successful leadership today is influence, not authority.”

Example

Imagine a tech start-up where the product lead is highly skilled (R4) in UI/UX but new to managing a development team (R1).

A Situational Leader might delegate design decisions but offer close guidance and support on project management.

Over time, as the lead grows in confidence and experience, the leadership approach would shift accordingly.

This tailored support fast-tracks development while avoiding burnout or disengagement.

Limitations to Consider

While Situational Leadership is a flexible and widely used model, it’s not without its challenges.

Awareness of these limitations allows leaders to apply the model more effectively and realistically in dynamic work environments.

  • Requires Accurate Assessment: Misjudging readiness can harm morale or outcomes
  • Time-Intensive: Adjusting your style for each person takes effort and consistency
  • Not Always Scalable: May be harder to implement in large or highly hierarchical organisations

By understanding both the benefits and limitations, you can apply the model more effectively. Next, let’s explore the best practices for applying Situational Leadership to your team.

Best Practices for Applying Situational Leadership

To make the most of Situational Leadership, leaders should approach it as an active, ongoing process rather than a static framework.

Here are some proven strategies to apply the model effectively:

1. Task-Specific Readiness Checks

Assess each task separately. A team member might be:

  • R4 for routine reports
  • R2 for new software implementation

Pro Tip: Use quick 5-minute check-ins to gauge task readiness.

2. Transparent Style Transitions

When shifting styles (e.g., S1 to S2), explain:

  • Why the change is happening
  • What new support looks like
  • How success will be measured

Example: “James, I’ll stop sending daily task lists (S1) and instead review weekly goals with you (S2).”

3. Regular Progress Reviews

Schedule monthly 1:1s to:

  • Track competence growth
  • Identify new motivation challenges
  • Adjust style accordingly

Watch for: R3 team members needing re-engagement.

4. Clear Expectation Documentation

For S1/S2 situations, provide:

  • Written instructions
  • Success metrics
  • Milestone deadlines

Template: “For this [task], I’ll provide [level of direction] because [readiness assessment].”

By mastering these techniques, you’ll transform theory into tangible leadership results. Let’s wrap this up.

Conclusion: Leading with Flexibility and Impact

Situational Leadership is about being smart and adaptable. By mastering these three skills, you’ll transform how your team performs:

1. Accurately assessing task-specific readiness

2. Precisely matching your leadership style

3. Continuously adapting as your team grows

Whether you’re managing interns or seasoned professionals, the ability to flex your leadership style can help your team grow and your results soar.

Your Next Steps:

  • Today: Pick one team member and diagnose their readiness for a current task
  • This Week: Experiment with one style adjustment (e.g., shift from S2 to S3)
  • This Month: Track engagement changes in 1:1 meetings

The best leaders aren’t born with perfect styles; they develop the flexibility to meet their people where they are.

Take time to reflect: Where do your team members fall on the readiness spectrum, and how can you meet them where they are?

Further Reading

Situational Leadership® Quadrants: Four Different Styles: A clear visual chart and explanation of how leadership styles align with readiness levels.

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