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1. Situational Leadership
(no formatting)
11/01/13 DS

2. What is Situational Leadership?
Leadership model based on the work of Paul Hersey and Ken Blanchard.
Fundamental concepts:
• There is no “correct” way to lead
• Leaders should modify their leadership style depending on the “maturity” of the employee
Assessments of maturity are task based, rather than person based, so a member of staff will
likely sit at various levels of maturity for various tasks.

3. Defining Maturity
Maturity in the scope of Situational Leadership refers to a specific set of attributes, all of which
contribute towards the overall measure of maturity. These are:
High or Low? High or Low?

4. The Four Levels of Maturity
M1 - LOW ABILITY - LOW WILLINGNESS
• Lack knowledge to complete task (ability)
• Cannot take on responsibility (willingness)
M2 - LOW/SOME ABILITY - HIGH WILLINGNESS
• Lack some/all knowledge to complete task (ability)
• Willing to work on improving skills (willingness)
M3 - HIGH ABILITY - LOW/SOME WILLINGNESS
• Able to complete task (ability)
• Won’t take responsibility, perhaps due to lack
of confidence (willingness)
M4 - HIGH ABILITY - HIGH WILLINGNESS
•Able to complete task (ability)
•Willing to take responsibility (willingness)
Unable and insecure
Unable but willing
Capable but insecure
Capable and confident

5. Exercise
• Try and think of a task at which you sit at each maturity level.
Some examples to consider:

6. The Four Levels of Maturity
M1 - LOW ABILITY - LOW WILLINGNESS
• Lack knowledge to complete task (ability)
• Cannot take on responsibility (willingness)
M2 – LOW/SOME ABILITY - HIGH WILLINGNESS
• Lack some/all knowledge to complete task (ability)
• Willing to work on improving skills (willingness)
M3 - HIGH ABILITY – LOW/SOME WILLINGNESS
• Able to complete task (ability)
• Won’t take responsibility, perhaps due to lack of
confidence (willingness)
M4 - HIGH ABILITY - HIGH WILLINGNESS
•Able to complete task (ability)
•Willing to take responsibility (willingness)
Unable and insecure
Unable but willing
Capable but insecure
Capable and confident

7. Leadership Styles

8. The Four Styles of Leadership
Task related instructions (click this, move there etc). Advising what to do and how to do it.
Task related instructions still required.
Should begin to sell benefits, and begin building relations.
Staff have ability to complete task.
Encourage participation, share decision-making and offer support
Staff able and happy to take responsibility.
Only monitoring of progress should be required, employee happy to be responsible
M1 - LOW ABILITY - LOW WILLINGNESS
M2 – LOW/SOME ABILITY - HIGH WILLINGNESS
M3 - HIGH ABILITY – LOW/SOME WILLINGNESS
M4 - HIGH ABILITY - HIGH WILLINGNESS

9. From Task to Relationship Behaviours
Situational Leadership allows a leader to develop interactions, moving from task behaviours for low
maturity staff, to relationship behaviours for more mature staff.
Behaviours that “get the job done”.
These are about structures, roles
and tasks -
what to do and when to do it
These behaviours improve Ability
Behaviours that build interaction and trust.
These are about fostering good relations
How they are doing, how they feel.
These behaviours improve Willingness

10. Exercise
Discussion:
• Think about a time you have noticed managers using different
styles?
• Did they use Task or Relationship behaviours?
• Did the leaders behaviour match the employee’s maturity for the
task?
• How did that make you feel?

11. Summary
• No right way to lead, depends on situation and person/team
• Assess employees maturity for each task
• Decide on leadership style based on maturity
• Monitor employee progress and adapt approach as required. Do they need
to be advised of Task or Relationship behaviours
Ensures you communicate with staff at correct “level” and get the best out
of them!

12. Questions?

13. Further Reading
• Hersey, Paul and Blanchard, Kenneth. Management of Organizational Behavior:
Utilizing Human Resources (Englewood Cliff, NJ: Prentice Hall, 1982).
• Blanchard, Kenneth. “Recognition and Situational Leadership II” Emergency Librarian.
March/April 1997, Vol. 24 Issue 4, p.38.
• Center for Leadership Studies: www.situational.com
• Ken Blanchard Companies: www.kenblanchard.com