Introduction
Ken Blanchard’s Situational Leadership Theory is a vital framework for leaders seeking to adapt their style to meet the needs of their followers. This is one of the many leadership frameworks models you have seen throughout your career I believe. While one can argue that no framework, no model is perfect, we’d rather try using the models, frameworks that actually help us. This theory, which I have relied upon since learning about it in 2008, emphasizes the importance of flexibility and responsiveness in leadership, and it’s applicable beyond the workplace.
The Manager vs. Leader Debate
For some time on LinkedIn and Facebook there was this debate about Manager vs Leader, do you remember? And how bad it is to be a quote-on-quote Manager, and how directing, controlling, auditing, not letting subordinates make decisions, not delegating are the characteristics of Managers – which is a bad thing- and why we should have stayed away from this kind of leaders and not be one of them apparently!
- A Manager orders, a true leader asks.
- A manager rules with directives, a leader shows direction.
- A manager focuses on every detail a leader explains the purpose, not the route.
- A manager does not trust, takes control whereas a leader always delegates.
- A manager controls, checks what you do continuously where a true leader should trust and not control at all, from the very beginning.
- Managers decide themselves where a leader builds democratic decision making processes and involves everyone.
It does not even stay there! - A manager uses people (for their own purpose and the business, the organization) where real leaders care and work for their people, only.
This theory developed by Blanchard that I will talk about destroys this taboo and clarifies the picture and tells us when to use full control and when to let go, when to focus on mentoring, when to coach, and when to talk when to listen, when to guide by holding the follower’s hand and when to trust and put on to the forefront of the strategy building, decision making, application of the decision, project management, the war.
Core Concept of Situational Leadership
The essence of Situational Leadership lies in adapting one’s style to the development level of the follower, which is defined by their competence and commitment in a specific area. The theory outlines four development levels:
- Enthusiastic Rookie: High motivation but low competence.
- Disappointed Learner: Some competence but declining motivation due to initial challenges.
- Cautious Contributor: Growing competence but still cautious and occasionally hesitant.
- Self-Sufficient Performer: High competence and confidence, needing minimal guidance.
Application of Leadership Styles
Leaders should tailor their approach based on the follower’s development level. The process involves three key steps:
- Identifying Development Levels: Assess the follower’s competence and commitment for each task.
- Preparing a Development Plan: Collaborate with the follower to set goals and outline steps for improvement.
- Applying the Appropriate Leadership Style: Use the right balance of direction and support.
Leadership Styles and Development Levels
- Enthusiastic Rookie: Needs high direction and low support.
- Give clear instructions and frequent feedback.
- Provide structured learning opportunities.
- Disappointed Learner: Requires both direction and support.
- Offer encouragement and help them learn from mistakes.
- Continue providing clear instructions and check-ins.
- Cautious Contributor: Needs support and low direction.
- Encourage decision-making and provide guidance when needed.
- Build their confidence by discussing past successes and lessons learned.
- Self-Sufficient Performer: Requires minimal direction and support.
- Delegate tasks and give them autonomy.
- Recognize their expertise and involve them in mentoring others.
Example: Teaching a Child to Ride a Bicycle
This theory can be applied outside of work, such as teaching a child to ride a bicycle. Initially, the child (Enthusiastic Rookie) needs direct instruction and support. As they learn and face challenges, fall down frequently, they become a Disappointed Learner, needing both motivation and direction. With practice, they become a Cautious Contributor, requiring encouragement to make their own decisions. Finally, as a Self-Sufficient Performer, they ride confidently with little intervention. They can fix their bicycle, and even teach siblings
Conclusion
Blanchard’s Situational Leadership Theory provides a nuanced approach to leadership, balancing control and support based on the follower’s development stage. By identifying development levels, preparing a development plan, and applying the appropriate leadership style, leaders can effectively guide their followers to success.
For a deeper dive, consider Ken Blanchard’s book “The One Minute Manager” and explore training options on Blanchard’s website.
Final Thoughts
Leadership is not a one-size-fits-all approach. Adapting your style to meet the needs of your followers can lead to better outcomes and more empowered teams.
Remember, knowledge grows by sharing, so keep learning and sharing!