The Situational Leadership model suggests that there is no one best leadership style for all situations. By adjusting your leadership style based on the needs of the specific individuals or team involved, you create a broader repertoire of leadership behaviors. This flexibility allows you to select the type of direction, support, or development needed by your staff depending on the circumstances.

Individual Development Level

Your assessment of the development level of those being led determines the degree of directive or supportive leadership behavior. Both highly experienced and new team members can function at any of the below development levels for specific tasks or assignments.

D4. High Competence,
High Commitment / May be more skilled than the leader. Experienced and comfortable completing tasks alone. Reliably delivers quality work.
D3. High Competence,
Variable Commitment / Experienced and capable, but lacks confidence or motivation to complete tasks alone, well, and/or quickly.
D2. Some Competence,
Low Commitment / Has some relevant skills, but requires help. Tasks or situations may be considered confusing, and forward progress is stymied.
D1. Low Competence,
High Commitment / Lack specific skills required, but are eager to learn and take direction.

Sue Brundege

(303) 516-9001,

Selecting Your Leadership Behavior

Situational Leadership identifies two dimensions to leadership behavior that can be adjusted based on the development level of the follower with regard to a specific situation.

Directive Behavior

  • one-way communication
  • followers' roles spelled out
  • close supervision of performance

Supportive Behavior

  • two-way communication
  • listening, providing support, encouragement and ideas
  • facilitate interaction
  • involve follower in decision making

Leaders can assess the development level of the employee with a particular task and adjust their leadership behavior to match the situation.

S1Directing/Telling– (high directive/low supportive) The leader defines and communicates the roles and tasks and makes decisions. The leader tells what to do and how, when, and where. Problem-solving and decision-making are initiated by the leader who closely supervises the activities. Matches D1 level of development.

S2Coaching – (high directive/high supportive) The leader defines and communicates the roles and tasks of the team member, seeks team member suggestions and ideas,then transfers knowledge and experience. Communication is more two-way, though the leader is still the lead decision-maker. Matches D2 level of development.

S3Supporting/Participating – (low directive/high supportive) The leader gives day-to-day responsibilities, such as task allocation and processes, to the team member. The team member holds responsibility for making decisions, though the leader may facilitate or participate in decisions. Matches D3 level of development.

S4Delegating – (low directive/low supportive) The team member has control over the decision-making process, although the leader still provides input and helps solve problems. The team member decides when and how the leader will be involved. Matches D4 level of development.

Sue Brundege

(303) 516-9001,