Presenters are Shahin Shahabi, Sepehr Sa'dabadi and Ahmadreza Mozaffary

Leadership plays a critical role in the success of organizations. Unlike management, which focuses on planning and controlling, leadership emphasizes influencing and guiding people. Modern organizations require flexible leadership styles to deal with different individuals and situations.

Background of the Theory

Paul Hersey (1930–2013) was an American behavioral scientist, educator, and management theorist. He specialized in organizational behavior and leadership studies and is best known as the co-creator of the Situational Leadership Model.

Contributions of Paul Hersey

Ken Blanchard (born 1939) is an American author, leadership expert, and motivational speaker. He is one of the most influential figures in modern leadership studies and has worked with organizations around the world.

Major Works of Ken Blanchard

Core Idea of Situational Leadership

• D1: Low competence, high commitment

• D2: Some competence, low commitment

• D3: High competence, variable commitment

• D4: High competence, high commitment

• New to the role or task

• Lacks required skills or experience

• Highly motivated and eager to learn

• Needs clear instructions and close guidance

• Has basic skills but not fully proficient

• Realizes the task is harder than expected

• Confidence and motivation may drop

• Needs coaching, encouragement, and feedback

• Skilled and capable of performing independently

• Motivation fluctuates due to doubt or boredom

• May hesitate to take full ownership

• Needs support, involvement, and recognition

• Expert in the role or task

• Confident, self-reliant, and motivated

• Consistently delivers high performance

• Needs autonomy and trust rather than supervision

• S1: Directing

• S2: Coaching

• S3: Supporting

• S4: Delegating

The model identifies four leadership styles:

In this style, the leader provides clear instructions and closely supervises performance. The focus is high on task and low on relationship. This style is suitable for employees at the D1 level.

The leader still provides direction but also offers support, encouragement, and explanations. The focus is high on both task and relationship. This style fits employees at the D2 level.

Here, the leader shares decision-making with employees and focuses more on relationships than tasks. This style is appropriate for employees with high competence but lower confidence (D3).

The leader provides minimal direction and support, allowing employees to take responsibility. This style works best with highly competent and committed employees at the D4 level.

The effectiveness of leadership depends on correctly matching the leadership style to the employee’s development level. A mismatch can reduce motivation and performance, while proper alignment leads to growth and success.

• Simple and easy to understand

• Highly practical and flexible

• Focuses on employee development

• Measuring development levels can be subjective

• The model may oversimplify human behavior

• Requires strong judgment and adaptability from leaders

Situational Leadership is widely used in:

• Team management

• Coaching and mentoring

• Project leadership

• Training and development programs