Situational leadership: A smart way to lead

Imagine yourself sitting at home, in your room. On a hot day, you switch the air conditioner on and adjust the temperature accordingly. Now when winter hits and it's cold, you don't even bother turning the air conditioner on. In fact, in extreme cases, you may use it as a heater. Your way of handling the air conditioner is different in both scenarios.

Now imagine yourself in charge of a team where all of your teammates possess different skills, motivations, and levels of experience. One person could be a seasoned pro, while the another could be a newcomer needing guidance with every step. Would it work if you used the same leadership approach for both? Not likely.

This is exactly why we need situational leadership. It involves adjusting your methods to create the best environment for success, regardless of the challenge or the individual.

In this article, we’ll explore situational leadership—what it is, how it works, and why it’s a game-changer for workplace and team dynamics. Whether you’re leading a team or being led, if you understand this, you could transform the way to navigate challenges, improve productivity, and build stronger workplace relationships.

What is situational leadership? 

At its core, situational leadership runs on one simple truth: Different people need different kinds of leadership mechanisms.

Situational leadership is a flexible approach that changes based on the requirements of the team, the task at hand, and the specific circumstances. It goes beyond a one-size-fits-all concept. With teams being diverse, projects being complex, and the needs of each person shifting over time, there's a need for a leadership style to be adapted dynamically based on the current situation.

This concept was introduced by Paul Hersey and Ken Blanchard, who discovered that effective leadership depends on two key factors:

• The competence of the individual: If they have the skills and knowledge to complete the task.

• The commitment of the individual: If they're motivated and confident enough to take on the task.

On evaluation, it helps leaders decide if they want to take a more directive or supportive role, as the situation evolves.

What's most important to understand here is that this isn’t about favoritism or inconsistency. It’s about realizing that leadership is a continuously changing process, and fine-tuning your approach every now and then can help you grow as a team.

The Situational Leadership Model 

The Situational Leadership Model provides a structured framework for leaders to alter their style based on the readiness of their team members. It points out two critical aspects of leadership: directive behavior (guidance and instructions) and supportive behavior (emotional and motivational).

The model divides leadership techniques into four quadrants, each designed to suit a specific combination of competence and commitment:

1. Directing (high directive, low supportive)

Here, leaders focus on clear instructions and closely monitor performance. It’s best suited for individuals who lack the skills or confidence to complete a task.

Use case: When introducing a new policy or tool, employees unfamiliar with it may need step-by-step instructions and regular check-ins to ensure they’re on the right track.

2. Coaching (high directive, high supportive)

This style blends guidance with encouragement. Leaders provide direction but also encourage two-way communication to build confidence and engagement.

Use case: An employee is tasked with creating their first client pitch. While they understand the basics, they’re unsure about structuring their ideas. You provide guidance on content, brainstorm with them, and offer constructive feedback. At the same time, you encourage their creativity and autonomy.

3. Supporting (low directive, high supportive)

Here, the leader takes a backseat in providing instructions and focuses on motivating and encouraging the team member. This works well for individuals who are already competent but need a morale boost.

Use case: During a busy period with multiple tight deadline tasks, a capable employee might be overwhelmed by workload. This strategy could provide emotional support and help the employee prioritize tasks rather than detailed instructions.

4. Delegating (low directive, low supportive)

This is a hands-off approach where the leader entrusts the individual to manage the task independently. It’s ideal for team members who are both highly skilled and highly motivated.

Use case: An experienced employee handling a recurring task may need nothing more than a brief overview of expectations and occasional feedback.

What makes a situational leader stand out? 

Being a situational leader isn’t just about understanding different leadership methods; it’s more about team dynamics and adjusting your actions effectively. Here are some key traits that make situational leaders truly exceptional in the workplace:

1. Emotional intelligence

Imagine a team member struggling with a personal issue that affects their performance. A situational leader notices this and provides empathetic support, reduces their workload temporarily, or offers flexible deadlines to help them overcome the challenge.

Situational leaders are excellent at reading people. They not only understand their team members' competence but also their emotions, motivations, and concerns. Emotional intelligence enables them to build trust and tailor their interactions to suit individual needs.

2. Flexibility

During a project crisis, a situational leader makes a hands-on effort to resolve immediate issues. Once the crisis passes, they step back and allow the team to regain self-sufficiency to continue with the project.

Rigid leaders stick to one way of managing, while situational leaders thrive on change. They can easily shift between directive and supportive behaviors depending on the context, ensuring that their team gets exactly what they need when they need it.

3. Strong communication skills

When delegating a critical task, a situational leader provides a clear briefing on goals and outcomes while also being approachable for doubts/questions, ensuring that there’s no confusion about expectations.

Clarity is a cornerstone of being a situational leader. They must articulate their expectations and provide constructive feedback to make sure that their team members feel guided yet empowered.

4. Keen observation abilities

A leader notices that a generally confident employee seems hesitant during meetings. Instead of just ignoring it, they address the issue, uncover a gap in the employee’s understanding of the project, and offer the necessary guidance.

A great situational leader doesn’t assume—they observe. They first assess their team members’ capabilities, motivation, and responses to tasks, and then decide on their course of action accordingly. This constant evaluation ensures that their decisions remain relevant and effective.

5. Problem-solving skills

When a team hits a bottleneck due to a lack of expertise, a leader steps in with a directing approach, providing clear instructions or bringing in external resources to resolve the issue promptly.

Situational leaders are quick thinkers who excel at addressing challenges in real time. Their ability to assess the situation and apply the appropriate leadership style ensures that obstacles are dealt with efficiently.

6. Strategic thinking

Before even launching a complex project, a leader identifies potential skill gaps in the team. They arrange for training sessions to make sure that everyone is prepared.

It’s not just about reacting to what’s in front of them. Situational leaders think ahead, anticipating the evolving needs of their team and the challenges ahead in the upcoming projects. This forward-thinking mindset allows them to adapt proactively.

7. Confidence to empower others

By gradually shifting from coaching to delegating, a leader helps an employee develop confidence in leading their own projects, paving the way for their professional growth.

A situational leader doesn’t just lead—they enable their team members to grow. They encourage independence, focus on skill development, and create opportunities for individuals to shine.

Why these qualities matter 

A situational leader’s ability to balance these qualities makes them indispensable in a workplace setting. They bring stability during uncertainty, direction during confusion, and encouragement during setbacks. These leaders don’t just manage tasks—they build a resilient, adaptable, and motivated team.

Remember, leadership isn’t about doing things your way—it’s about finding what works best for your team. So, take a moment to assess your approach and ask yourself: Are you leading with the situation in mind?