Situational Leadership: Leaders Can Adapt Their Leadership Style to Best Suit the Needs of Their Team

Leaders are continually assessing situations and follower readiness. Situational leadership encourages leaders to be flexible and receptive to their teams’ needs. 

Today’s post is by Dr. James Walsh, author of “You’re a Leader – Now What? Build Trust, Inspire Teams, Drive Results.”

My subject today is situational leadership. I have an anecdote from my book, “You’re a Leader – Now What?”(Walsh, 2026) to articulate an application. It is taken from my experience as an Air Force Commander — but is equally applicable in a corporate context.

I found myself as a Commander in charge of 500+ people. A big part of the job was to administer discipline – not a part that I relished, but a reality. My first experience came shortly after assuming Command. The military member reported formally, I put him at ease and we had a discussion about circumstances causing the disciplinary action. I had a senior noncommissioned officer present as well.

When my discussion with the offender concluded, the noncommissioned officer spoke and offered unsolicited advice. He first asked whether this had been my first experience administering discipline. I responded that as a matter of fact it was. He then said that instead of having the discussion, that I should be more directive and belittle the offender: really come on strong.

I responded with a question: “What was the result of the discussion?” He responded that the offender had been severely disciplined. I then told the noncommissioned officer that I respected his view but chose to administer discipline with my (participative) natural leadership style. My chosen leadership style better enabled understanding the offender’s side of the story and reinforced that “the punishment fit the crime.” I then became more directive with the noncommissioned officer as I advised him not to impose his leadership style onto others.

I often use the foregoing anecdote to show that we all have a natural leadership style and that we can change the style according to the situation: hence, situational leadership. Had I chosen to be more directive with the offender, I would probably have not had the understanding that I sought as the offender would probably not be as forthcoming. Yet I had no issue using the directive leadership style to the noncommissioned officer whom I felt was trying to impose his leadership style on me.

Leadership styles were often the subject of class discussions as I transitioned from my military role to university professor. Classes would typically begin with students completing an exercise to measure their natural leadership styles. A discussion of results would be caveated by the fact that leadership style is most often a judgement call. There is no “one size fits all” best leadership style: It’s largely dependent on the situation and judgement of the leader.

Situational leadership (Hersey & Blanchard, 1969) describes four distinct leadership styles: telling, selling, participating, and delegating.  Each style can be used according to follower readiness.  The leader decides which style is most appropriate in any given situation.  If followers are unable and unwilling, the leader can be more directive (telling).  Willing and able followers may get a “selling” style where the leaders are convinced that a certain course of action is best for them and in particular for the organization.  For example, overtime work is necessary to sustain an organization and employee livelihoods. A participative style can be used when all contribute equally to the “solution.”  A delegating style can be used when there are experts who know the job well and can be relied upon to act in the organization’s best interests.

My brief anecdote showed a situation where I chose to be participative to better understand “both sides” before coming to a fair decision based on all facts known.  A conversational tone would better serve bringing out the facts.  My senior noncommissioned officer disagreed and felt that I should have been more directive (telling) with a focus on intimidation. I felt that the telling style would put the military member on the defensive to his detriment:  He would be hesitant to share his side of the story.   My senior noncommissioned officers judgement was different from mine. His mistake was trying to impose his leadership style when it was not appropriate as there is no one best leadership style to fit all situations.  There is leadership that in the judgement of the leader, most effectively “fits.”  I then adapted my leadership style and became more directive with the senior noncommissioned officer.

Dr. James Walsh has held leadership positions in the U.S. Air Force for over 44 years, both in military and civilian capacities at the Pentagon. Concurrently, he has taught leadership and management courses at colleges and universities in the U.S., Europe, and the Far East.

Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!