Situational Theory: can great leaders flex their style?

Some leaders like to take charge. Others prefer to listen and support. But what if the best leaders are the ones who change their approach depending on the situation? That’s the main idea behind Situational Theory.

This theory says there is no single “right” way to lead. Good leadership depends on what is happening, who you are leading, and what they need from you. In other words, great leaders are flexible. They adjust their style to fit the people and the moment.

Where the Idea Came From

Situational Theory became popular in the late 1960s. Two leadership experts, Paul Hersey and Ken Blanchard, created a model called Situational Leadership. It helped leaders understand how to choose the best approach based on how ready their team members were.

They grouped leadership styles into four simple types:

1. Telling: You give clear instructions and closely guide the work. Use this with people who are new or unsure.
2. Selling: You explain the reasons behind your directions and offer support. This works well with people who have some skills but still need motivation.
3. Participating: You involve the team in decision-making and offer encouragement. This fits people who are capable but might lack confidence.
4. Delegating: You let the team take the lead and check in occasionally. This suits people who are skilled, confident, and independent.

The idea is to choose the right style based on two things: How much the person knows (competence), how motivated they are to do the task (commitment)

A Simple Example

Imagine you manage two team members:

• Emma is new. She wants to learn but doesn’t know how to do the task yet. You use the Telling style.
• James has done this task many times. He knows what to do and likes working alone. You use the Delegating style.

You are the same leader, but you lead them differently because their needs are different.

Real-World Use

This idea is very useful for managers and founders, especially when teams are growing. In the early days of a startup, you may need to direct everyone clearly. But as your team becomes more skilled, you must trust them more and let them lead in their areas.

Satya Nadella, the CEO of Microsoft, is a good example of a situational leader. He adapts his approach based on the people and problems in front of him. With some teams, he dives into details. With others, he listens and lets them take the lead. His flexibility helped change Microsoft’s culture and drive results.

Situational Theory is practical. It reminds leaders to stay aware of their team’s needs. It helps you avoid using the same leadership style for everyone, all the time. If someone is struggling, they may need more direction. If they are doing well, they may just need support.

It also helps you build trust. When people see that you understand where they are and adjust to help them, they are more likely to respect and follow your lead.

While this theory is very helpful, it does take effort. You need to pay attention to each person’s level of skill and motivation. That means checking in, asking questions, and being open to change. Some leaders struggle with switching styles because they get comfortable doing things one way.

But if you want to grow as a leader, being flexible is a key skill. And it’s one you can learn with time and practice.

Great leadership isn’t about having just one style. It’s about knowing when to lead from the front, when to guide from the side, and when to step back. Situational Theory gives you a simple way to think about this. And when you lead people in a way that fits them, you help them do their best work.

A Quick Test for You

• Do I lead all my team members the same way?
• Do I know who needs more help and who works better on their own?
• Do I adjust my approach depending on the task and the person?

If you answered “no” to any of these, Situational Leadership can help you grow.