Situational Leadership

Situational Leadership is one of the most powerful models for developing leaders and creating high-performing teams. In a world where the pace of change is increasing, tasks are shifting, and employees have varying levels of experience, motivation, and needs, a single leadership style is no longer sufficient. Leadership must be flexible, responsive, and adapted to the situation.

How do you create leadership that meets people where they are?

The right level of adaptation creates trust, accountability, and development. The wrong level of adaptation risks frustration, lack of clarity, and declining motivation.

The core of Situational Leadership is understanding where an employee is in their development – both in terms of competence and motivation – and adapting leadership accordingly. This requires presence, courage, and the ability to shift between directing, coaching, supporting, and delegating. It also requires leaders who are trained to read behaviors, provide clear feedback, and create conditions for learning.

At its core, Situational Leadership is about creating an organization where people receive the right support at the right time – and where leadership becomes a catalyst for development, performance, and engagement. It is a form of leadership that builds both capability and culture.

Purpose – why situational adaptation is critical for modern organizations

Situational Leadership begins with a clear purpose: to create the best possible conditions for each individual to succeed. In today’s working life, roles are more complex, teams more dynamic, and expectations of leadership higher than ever. Static leadership no longer works.

When leaders understand why situational adaptation matters – that it is about meeting people where they are, not where you wish they were – an entirely different quality emerges in dialogue, expectations, and development. Purpose becomes a compass that helps leaders choose the right behavior in the right situation. This creates clarity, psychological safety, and a culture where people dare to ask for help, take responsibility, and grow.

Development levels – understanding competence and motivation

Situational Leadership is based on the idea that employees are at different development levels depending on the task. A person can be highly experienced in one area and a beginner in another. Leaders therefore need to assess both competence and motivation.

The development levels range from low competence and high enthusiasm to high competence with varying motivation. When leaders understand these levels, they can adapt their support in a way that feels relevant and developmental for the individual. This leads to more precise dialogue, fewer misunderstandings, and increased performance and engagement.

Leadership styles – directing, coaching, supporting, and delegating

The model is built around four leadership styles: directing, coaching, supporting, and delegating. Each style has its place and purpose.

Directing – when the employee is new to the task and needs clarity, structure, and guidance.
Coaching – when motivation is high but competence is not yet fully developed.
Supporting – when competence is present but motivation varies.
Delegating – when the employee is self-reliant and confident in the task.

When leaders master all four styles and can shift between them, leadership becomes both effective and human. It strengthens relationships, accountability, and results.

Development – building competence, confidence, and accountability

Situational Leadership is fundamentally a development model. It is about helping people grow – from beginners to self-directed experts. This requires leaders who actively work with feedback, coaching, training, and continuous follow-up.

When leaders use the model consistently, the development journey becomes clear to both leaders and employees. This creates motivation, security, and a sense of progress. It also enables organizations to build long-term capability and reduce dependency on individual contributors. Development becomes a natural part of everyday work.

The role of the leader – presence, courage, and responsiveness

Situational Leadership places high demands on leaders. It requires presence to understand where the employee is. It requires courage to be clear when needed and to let go when the time is right. It requires responsiveness to see both behaviors and underlying needs.

Leaders who master situational adaptation create teams that perform, learn, and develop. They build relationships characterized by trust and accountability. They create a culture where people take initiative, ask for support, and grow in their roles. Leadership becomes a strategic asset – not just a function.

Frequently asked questions

Is Situational Leadership a model or a mindset?
It is both. The model provides structure – the mindset brings it to life in everyday work.
Do leaders need to use all four styles?
Yes. Effective leadership requires flexibility. One style does not fit all situations.
How do you know which style is needed?
By assessing the employee’s competence and motivation in the specific task at hand.
Is situational adaptation time-consuming?
No. It saves time. The right support at the right time reduces misunderstandings and increases performance.
What is the best way to develop Situational Leadership?
Through practical training, feedback, reflection, and continuous development in everyday work.

Contact us

Support in implementing Situational Leadership across the organization
Leadership development at all levels – from new managers to experienced leaders
Executive and manager coaching focused on adapting leadership to individuals and situations
Training in leadership, communication, feedback, and a coaching mindset
Facilitation of team development and leadership programs
Support in building a culture centered on learning, accountability, and development
Communication and change leadership that strengthens leadership in practice