Situational Leadership: Tailoring Your Approach to Each Situation

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Situational Leadership was developed by Paul Hersey and Ken Blanchard in the late 1960s and early 1970s. It posits that there is no single leadership style that works in all situations. Instead, leaders should adapt their style based on the readiness or maturity of their team members and the demands of the task at hand.

The foundation of Situational Leadership lies in a simple but powerful framework involving four leadership styles:

1. Directing: In this style, the leader provides clear instructions and closely supervises the team. This approach is most suitable when team members are inexperienced or lack the necessary skills to complete a task independently.

2. Coaching: When team members have some skills but still require guidance, coaching becomes the preferred style. Here, the leader offers both direction and support, encouraging team members to learn and develop their abilities.
3. Supporting: As team members gain competence and confidence, they need less direction but benefit from emotional support. In the supporting style, leaders provide encouragement and assistance as needed while giving team members more autonomy.
4. Delegating: In the final stage of readiness or maturity, team members are highly skilled and self-reliant. Leaders in this stage can delegate tasks and decisions, providing minimal guidance or support.

The key to effective Situational Leadership is recognizing where each team member falls on the