Adapt your leadership to each person’s journey

Situational Leadership II reveals that there is no single ‘best’ leadership style. Instead, the key is to adapt your approach to match where someone is on their development journey. Imagine two employees: Alex just joined your marketing team and has boundless enthusiasm but little practical know-how—an enthusiastic beginner. Jamie, in contrast, has years of analytics experience but has grown wary of new data platforms—a disillusioned learner. Research dating back to Hersey and Blanchard in the 1960s shows that directing behavior—clear instructions, tight supervision—is most effective for those with low competence but high commitment, like Alex. Meanwhile, coaching—two-way dialogue, encouragement, and feedback—helps disillusioned learners regain confidence and skill.

As team members grow into capable performers and eventually self-reliant achievers, your style should transition to supporting—listening and empowering—and ultimately to delegation, entrusting them with full responsibility. This progressive matching sustains motivation while building competence. Studies indicate that mismatches—over- or under-supervision—result in frustration or abandonment. It’s akin to teaching someone to swim: you wouldn’t shout ‘swim!’ at someone who has never been in water. Instead, you’d start at the edge, guide them gently, then let go when they glide confidently.

By using research-backed leadership matching, you unlock the potential of each individual, leading teams that learn faster, innovate more, and deliver results consistently.

Face each team member’s learning curve by diagnosing their current skill and confidence. Offer clear directions to newcomers and two-way coaching to those who have slipped. When they’re ready, loosen the reins with supporting words and eventually delegate fully, trusting them to soar. This way, you’ll adapt your leadership for the strongest performance at every stage of growth.