Employees require different guidance — depending on their level of knowledge or motivation — that enables them to successfully complete a specific task. There are four main approaches in this theory: directive, coaching, delegating, and supportive leadership.
1. Directive leadership
This style is most suitable for employees who have little knowledge and experience for a task, but also do not show much motivation. As a manager, you then take matters into your own hands. You give clear instructions, explain everything step by step, and specify exactly what needs to happen and when. So there is little room for input from the employee themselves. It is like offering an IKEA package: you explain exactly what the steps are.
2. Coaching leadership
When employees are motivated for a task but have little experience or knowledge, they are not always aware of their shortcomings. As a manager, it is important to keep motivation high, without micromanaging. Instead, you use coaching questions: you encourage the employee to reflect for themselves. For example: "How do you think we can solve this?" This approach provides room for personal growth, without you completely letting go of control.
3. Delegating leadership
For employees who have a lot of experience and motivation, delegating is often the best approach. It is important that, as a manager, you make clear what the assignment is, what the objectives are, and what the deadline is. If there is clarity, you can give the employee ownership, so that they feel freedom and responsibility. When delegating, it is crucial to let go of the task, but not the responsibility. You naturally keep your finger on the pulse, but let the employee do their work in their own way.
4. Supportive leadership
This style is suitable for employees who have a lot of experience and knowledge for a particular task, but are not (or no longer) motivated. As a manager, it is important to have a conversation and show genuine interest in what is going on, what makes them uncertain. Authentic contact can only be achieved by listening carefully, even when the conversation is difficult or emotional. These employees do not need direct instructions, but above all need genuine interest in what is going on for them, and a sense of connection with their managers.
Fear and leadership styles
One of the challenges of situational leadership is that it is not always easy to apply the right style. There is the theory and the ideal, but the manager is, of course, also human. A person with tendencies, fears, or needs that strongly influence the choice of leadership style.
- Directive leadership can be difficult for managers who are afraid of coming across as authoritarian or patronizing. They worry about their reputation and therefore hesitate to provide the necessary direction.
- Coaching leadership can be difficult for managers who feel like 'bad leaders' if they do not always give clear rules and instructions. They are afraid of coming across as uncertain or as an equal, which could undermine their position.
- Delegating, in turn, is difficult for managers who do not want to lose control or do not want to feel redundant. The idea that an employee might be able to perform the task better then threatens the manager's self-esteem.
- Supportive leadership can provoke resistance in managers who are afraid of closeness or the risk of appearing too familiar. There is doubt or uncertainty about the balance between professionalism and connection or vulnerability.
As a manager, it is important to be aware of your own preferences and needs. Some leaders, for example, have a strong preference for directive leadership because they want to maintain control and do not feel comfortable letting go. Others feel more at ease with coaching leadership, because they like to persuade people and help them find answers for themselves. Delegating is used very often, but is sometimes a way to avoid having to figure everything out yourself.
There is always a risk that managers delegate too much without checking whether the employee is actually ready for it. If you notice that you are being supportive because you yourself need connection, this can also be a pitfall. It is important to keep your needs and those of the employee separate. Authentic conversations are valuable, but they must fit within the employee's context.
Awareness is the key
The strength of situational leadership lies in the awareness of the different styles and one's own preferences. It is not about perfectly matching every situation, but about learning when you can best apply which style. Sometimes insight into your own preferences and pitfalls is already enough to be more effective as a leader. It makes you more flexible and better able to guide your employees in the right way, which ultimately leads to better performance and a healthier working relationship.
The most important point to take away is that leadership is not one-size-fits-all. As a manager, you are a person, and you also have your own needs, preferences, and fears. By being aware of this, you can choose the right style for the moment and the employee, which benefits not only you, but also your team.
