2. Hersey-Blanchard situational
leadership model
The Hersey-Blanchard situational leadership model identifies four leadership
styles – participating, delegating, telling, and selling, with each representing a
different combination of task-oriented and relationship-oriented behaviors.
• In the situational leadership model follower maturity, or readiness, is
determined by task competence, ability, and willingness.
• In the situational leadership model, leadership effectiveness requires the
correct match of style and follower maturity; the suggested match-ups are:
participating style with low-moderate readiness; delegating style with high
readiness; telling style with low readiness; and, selling style with moderate-
high readiness.
• In leader-member exchange theory, leaders are believed to classify followers
into high exchange in-group roles and low exchange out-group roles.
• In-group followers with high LMX relationships tend to be more satisfied,
receive higher performance evaluations and show less turnover than do
3. Situational Leadership Model
The core foundation of the Situational Leadership Model
is the belief that there is no single “best” approach to
leadership. Instead, effective leadership is viewed as
task-relevant. Therefore, the most successful leaders are
the ones who are able to adapt their leadership styles
across a broad range of varying maturity levels readily
present within the average organization. Also factoring
into the choice for leadership style are the individual
employees’ willingness and ability to take responsibility
for the task as well as their applicable education and
experience.
4. Telling
Within this style, a leader will specifically instruct
subordinates what to do and how to do it. This
style is used at length within the law
enforcement and military communities as well as
on manufacturing assembly lines, providing a
means of managing a diverse group of people
that span a wide range of experience and
maturity levels. OR
Telling Style giving specific task directions and
closely supervising work; this is a high-task,
low-relationship style.
5. Selling
Information and direction will still be provided by the
manger in this style of leadership but there’s also more
two-way communication with subordinates. Within this
role, leaders “sell” their message to get employees on
board, persuading them to work toward the common
goal. A perfect example of this type of leadership is often
found in an internship situation, with the success of this
approach dependent upon whether the student or
apprentice learner is excited and self-motivated to be on
the job. OR
Selling Style explaining task directions in a supportive
and persuasive way; this is a high-task, high-
relationship style.
6. Participating
With participation, leaders can focus more on
relationships and less on direction. In doing so,
the Situational Leadership manager works
closely with the team and shares decision-
making responsibilities. This style is often used
by corporate leaders who are attempting to
influence a board of directors toward developing
a new policy for which there is no proven history
or established practice. OR
Participating Style emphasizing shared ideas
and participative decisions on task directions;
this is a low-task, high-relationship style.
7. Delegating
Although the leader will still monitor task- and
organizational-progress, he or she will pass much of the
responsibility for the execution and completion of the
established goals onto the individual subordinates or
dedicated work groups. By delegating, the leader is
usually less involved with decisions and is therefore able
to focus on the work and achievements of subordinates,
as seen commonly in the freedom given to tenured
professors who are allowed to teach in the manner they
believe is most effective while being monitored by a dean
or department head.
Delegating Style allowing the group to take responsibility
for task decisions; this is a low-task, low-
relationship style.
