When to use it
A useful fit
Use it when onboarding, delegating unfamiliar work or supporting someone after a setback.
Know the limits
Do not use a style label as a personality diagnosis, a performance rating or an excuse for inconsistent expectations.
How to use it
- Discuss the task, prior experience and uncertainty with the person.
- Agree the needed instructions, resources, check-ins and space for decisions.
- Review the arrangement together and reduce oversight as capability and confidence develop.
Worked example
An experienced engineer is running a stakeholder workshop for the first time. The manager helps prepare the agenda and rehearses difficult questions, then lets the engineer lead. Afterwards they agree what support is still useful for the next workshop.
Illustrative scenario by fannarmaximus; not an official exam question.
Common pitfalls
High technical skill in one area does not imply that a new organisational task needs no support.
Attribution & sources
Inspired by the leadership ideas of Paul Hersey and Ken Blanchard (1969). This is an independent practical discussion, not the Situational Leadership® Model or SLII® assessment, diagrams or training.
The citations below identify authoritative references for this topic. They do not imply endorsement or reproduce the bodies’ competence lists.
- Hersey, P. & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34. Situational Leadership® is a registered trademark of Leadership Studies, Inc. dba The Center for Leadership Studies (situational.com); SLII® is a registered trademark of The Ken Blanchard Companies. This series is not affiliated with either, and does not reproduce or teach their models or programmes.