A practical guide to the Hersey-Blanchard model for busy managers who want to lead more effectively

As a manager, have you ever wondered why the same leadership approach that works brilliantly with one team member falls flat with another? Or why someone who thrives with minimal supervision suddenly seems lost when given a new project?

The answer lies in one of the most practical leadership frameworks ever developed: Situational Leadership.

Developed by Paul Hersey and Ken Blanchard in the 1970s Situational, this model revolutionized how we think about effective leadership. Unlike traditional theories that prescribe a single "best" leadership style, Situational Leadership proposes that leaders must adapt their approach to match the unique circumstances of each workplace situation and the development level of individual employees Corporate Finance Institute.

After two decades in management across both corporate and academic settings, I've learned this truth: leadership theories only matter when you can actually apply them. Situational Leadership isn't just theory for theory's sake—it's a practical framework that busy managers can use every single day.

In today's dynamic workplace, effective leadership is not about adopting a one-size-fits-all approach—it's about adaptability Brighter Strategies. When you're managing multiple team members with varying skill levels, experience, and motivation, you need a systematic way to determine how much direction and support each person needs.

The beauty of Situational Leadership is its simplicity. It gives you a clear diagnostic tool to assess where each team member stands and adjust your management approach accordingly.

Situational Leadership focuses on two key dimensions: follower readiness (their ability to comply with requests) and follower development (their ability to self-manage within the situation) EBSCO.

Before deciding how to manage someone on a specific task, ask yourself:

1. Competence: Does this person have the skills, knowledge, and experience to do this task successfully?
2. Commitment: Are they motivated, confident, and willing to do it?

The answers to these questions determine which leadership style will be most effective.

Hersey and Blanchard established four maturity levels based on followers' job maturity (ability to perform the task) and psychological maturity (motivational state and confidence) EBSCO:

• Competence: Low
• Commitment: High
• They're excited and motivated but lack the skills and experience to succeed independently

• Competence: Low to Moderate
• Commitment: Low
• They've gained some experience but have hit roadblocks that reduced their confidence and motivation

• Competence: High
• Commitment: Variable
• They have the skills but may lack confidence or consistent motivation

• Competence: High
• Commitment: High
• They are confident, motivated, and strongly skilled—ready, willing, and able Blanchard

Important note: Development level varies from goal to goal or task to task. An individual can be at one level of development on one goal or task and be at a different level of development on another goal or task Blanchard. Your star performer on client presentations might be at D1 when it comes to budget management.

The Situational Leadership model outlines four basic leadership styles: directing, coaching, supporting, and delegating Blanchard. Here's how to apply each one:

Best for: D1 - Enthusiastic Beginners

This style involves a lot of direction by the leader and little support Toolshero. You're providing step-by-step instructions, clear expectations, and close supervision.

What this looks like in practice:

• "Here's exactly how we do this task. Let me walk you through each step."
• Providing detailed checklists and procedures
• Frequent check-ins to ensure they're on track
• Clear explanations of what success looks like

Best for: D2 - Disillusioned Learners

This style combines a lot of direction by the leader with a lot of support Toolshero. You're still providing guidance but also listening to concerns and building confidence.

What this looks like in practice:

• "I know this feels challenging right now. Let's work through it together."
• Explaining the "why" behind decisions
• Encouraging two-way communication
• Acknowledging frustrations while maintaining expectations

Best for: D3 - Capable but Cautious Contributors

This style involves little direction by the leader and a lot of support Toolshero. You're stepping back from detailed instruction and instead providing encouragement and facilitating problem-solving.

What this looks like in practice:

• "You know how to do this. What's your thinking on how to approach it?"
• Asking questions rather than giving answers
• Praising progress and building confidence
• Being available for consultation but not taking over

Best for: D4 - Self-Reliant Achievers

This style means little direction by the leader and little support Toolshero. You're turning over responsibility and authority, trusting them to execute.

What this looks like in practice:

• "Here's the outcome we need. I trust you to determine the best approach."
• Minimal check-ins
• Empowering decision-making authority
• Staying out of the way unless asked for input

The most common mistake managers make is using the same leadership style for everyone—usually the style that matches their own personality rather than their team members' needs.

Here's how to apply Situational Leadership effectively:

1. Diagnose before you lead. Before jumping into managing a project or task, take 30 seconds to assess where this specific person is on this specific task. Don't assume that because someone is a senior employee, they're automatically at D4 on everything.

2. Communicate your approach. Let people know why you're managing them the way you are. "Since this is your first time leading a client presentation, I'm going to be pretty hands-on to set you up for success. As you get more comfortable, I'll step back."

3. Adjust as people develop. The goal is to match your leadership style to the development level of the person you're leading Blanchard. As skills and confidence grow, you should be moving from more directive to more delegative styles.

4. Don't take regression personally. Sometimes people move backward in development when faced with new challenges or setbacks. That's normal. Adjust your style accordingly rather than viewing it as failure.

Most managers default to one or two styles and use them with everyone. This creates predictable problems:

• Over-supervision (directing someone who's ready for delegation) leads to micromanagement, frustration, and disengagement
• Under-supervision (delegating to someone who needs coaching) leads to failure, stress, and damaged confidence

The solution isn't perfection—it's awareness. Simply asking yourself "What does this person need from me right now?" before every interaction will dramatically improve your effectiveness.

The model proposes a leadership style that adapts to the unique circumstances of each workplace Corporate Finance Institute, but the best leaders don't just memorize the four quadrants—they internalize the underlying principle: different people need different things at different times.

After years of applying this framework, here's what I've learned: Situational Leadership isn't about perfectly diagnosing and responding to every situation. It's about developing the habit of flexibility. It's about asking "What does this person need from me right now?" instead of defaulting to what's comfortable for you.

The framework gives you permission to stop treating everyone the same and start leading with intentionality.

Pick one team member and one specific task or project. Honestly assess their competence and commitment for that task. Then ask yourself: Am I giving them too much direction? Too little? What would change if I adjusted my approach to match their actual development level?

That's where real leadership begins—not in theory, but in the daily choice to adapt.

Want more practical management strategies delivered to your inbox every Thursday? Subscribe to the Management Minute newsletter for evidence-based leadership tips designed for busy managers. Each edition takes less than 5 minutes to read and gives you immediately actionable strategies.

Need help developing your leadership approach? I offer text-based coaching that fits your schedule and workshop training on leadership development for teams. Schedule a 30-minute discovery call to explore how we can work together.

About the Author

Dr. Donita Brown brings two decades of management experience across both corporate and academic settings. As a business professor, certified resilience coach, and host of The Management Minute Podcast, she translates leadership theory into practical strategies that busy managers can implement immediately. Her approach: maximum impact, minimum time.