Situational Leadership Model - One Size Does Not Fit All

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It's been said the purpose of coaching is to get people in touch with their potential.  With all of humanity's personalities and flavors of crazy, how can we be effective at doing this each time?  Here's a customizable model based you can use -

It's called Situational Leadership.

The process is tailored to the followers "readiness" in terms of ability, willingness, and confidence to perform.  Depending on their readiness, we respond differently by varying our behavior in terms of relationship and/or task.  While we'd always like higher level leaders in an organization operating at a high readiness level at all times, there are always areas for development and improvement (for example: listening skills, hot temperedness, micromanaging, and the all too common know-it-all-ness).  This model can be used for higher level executives just as much as individual contributors.

To begin, readiness should be determined through a basic assessment regarding the area for improvement; its broken down into 4 categories -

  • R4 - able and willing or confident to perform (high readiness)
  • R3 - able but unwilling or insecure to perform (moderate readiness)
  • R2 - unable but willing or confident to perform (moderate readiness)
  • R1 - unable and unwilling or insecure to perform (low readiness)
Situational Leadership

As the leader, your behavior varies based on the readiness level according to the graph here.  For example, if their readiness level is at an R3 (able but unwilling or insecure), then you should use the S3 Reinforce method providing high relationship feedback by talking about the process, motivating, and encouraging without as much direction on the tasks themselves. Ultimately, the goal is to guide them to the S4 position driving autonomy, a high level of effectiveness, decision making, and confidence.

Leadership behavior -

S1 - Prescribe (high task, low relationship)

  • Present alternative courses of action; identify best course of action; inform, describe, instruct, direct

S2 - Develop (high task, high relationship)

  • Discuss ways to improve performance
  • Reach agreement on best course of action
  • Guide, persuade, explain, train 

S3 - Reinforce (high relationship, low task)

  • Reinforce the process and progress
  • Reinforce self-worth and self-esteem
  • Encourage, support, motivate, empower 

S4 - Follow-up (low relationship, low task)

  • Turn over responsibility
  • Monitor progress

I've found this basic model as a great format to tailor the style of my direction and communication.  There's no one-size-fits-all formula for management but you do have the ability to customize and influence others to get them in touch with their potential.

Brewer, D. (2007, August 11). The psychology of executive coaching. Retrieved from http://www.youtube.com/watch?v=krxywC__f60

Goldsmith, M., & Lyons, L. (2006). Coaching for leadership: The practice of leadership coaching from the world's greatest coaches. San Francisco, CA: Pfeiffer