Hersey-Blanchard Model (Situational Leadership)

A leadership framework associated with Paul Hersey and Ken Blanchard that varies task direction and relational support according to a person’s needs for a particular task. Later versions differ in their readiness and development descriptions.

Situational leadership proposes changing the balance of task direction and interpersonal support according to what someone needs for a specific task. The familiar style names are telling, selling, participating, and delegating, with alternative labels used in later versions. A person may need detailed instruction in one activity and substantial autonomy in another.

The Hersey and Blanchard traditions developed distinct later models, so their readiness labels should not be casually mixed. For everyday use, begin with the task and the person’s account of the difficulty rather than assigning a global maturity rating. Missing instructions, uncertain expectations, workload, and lack of authority can resemble low commitment. A useful adjustment is a proposal to test together, not a diagnosis that only the leader is allowed to question.

When to use it

When assigning unfamiliar work, reconsidering supervision, supporting development, or examining why a capable person is struggling with a particular task.

How it can help

Helps replace a single habitual leadership style with a discussion of what instruction, support, and autonomy the current task requires.