2.1Situational leadership (Hersey-Blanchard)
The essentials in 30 seconds
- Principle: the right style depends on autonomy on the task (skill + motivation), not on the person in general.
- 4 styles: direct (beginner), coach (progressing), support (experienced), delegate (autonomous).
- Reflex: assess task by task, then move everyone toward delegation.
Running mini-case — Salim, Karim and Lina (SME, Algiers)
Salim manages a 4-person team. Karim, an experienced technician with 8 years of experience, works fast and well but gets annoyed when everything is explained to him. Lina, who joined 2 months ago, is motivated but lost on client files. Salim managed both the same way: as a result, Karim disengages and Lina drowns. He will learn to adapt his style to each of them.
This same case returns in the course, the diagram, the script and the 48h challenge.
1. The right style depends on autonomy on the task
Situational leadership (Hersey and Blanchard) says one simple thing: you do not manage a beginner and an expert the same way. The right style depends on the level of autonomy — skill + motivation — on a given task. Lina is a beginner on client files (she needs to be directed), Karim is autonomous on technical work (he needs delegation).
Think accompanied driving: you do not release the wheel the same way for a student at their first lesson and for an experienced driver.
2. Four styles: direct, coach, support, delegate
The model crosses directiveness (framing) and support (listening, encouraging): direct (strong framework for Lina: precise instructions, close control), coach (framework + explanations as she progresses), support (support and exchanges with Karim on difficult cases), delegate (trust and objectives for Karim, light follow-up). Salim directs Lina day to day and delegates to Karim — each of them progresses.
The classic mistake remains applying the same style to everyone: over-supervising an expert demotivates them, delegating to a beginner abandons them.
🔎 Concrete example — One style per person and per task (Salim's case)
Lina (client files, beginner): DIRECT
→ step-by-step sheet + 5-min check-in every evening.
Karim (technical work, autonomous): DELEGATE
→ objective + Friday check-in, no control of details.Result: neither over-supervision of Karim nor abandonment of Lina.
Lesson: evolve the style as autonomy grows.
Section vocabulary reinforced definitions
- Situational leadership
- Model (Hersey-Blanchard): adapt your style to the team member's level of autonomy on a task.
Simple example: Salim directs Lina on client files but delegates to Karim on technical work.
What it is not: changing mood day by day or having a single "natural style".
Reflex: before each assignment, ask "what is their autonomy level on THIS task?".
- Direct / Coach
- Direct: strong framework for a beginner. Coach: framework + explanation and support to progress.
Simple example: show Lina how to handle a file, then have her do it with feedback.
What it is not: doing it instead of them or, conversely, sending a beginner off to "figure it out" alone.
Reflex: motivated but low-skill beginner = direct then coach.
- Support / Delegate
- Support: support with growing autonomy. Delegate: trust and autonomy for a mature team member.
Simple example: discuss difficult cases with Karim, then entrust him with the quality schedule.
What it is not: monitoring every detail of an expert nor abandoning them with no framework.
Reflex: experienced = decide together; autonomous = set the objective, let them choose the path.
- Over-supervision / under-supervision
- Directing an autonomous person too much (demotivates) or delegating to someone not ready (sets them up to fail).
Simple example: controlling each of Karim's emails = over-supervision; leaving Lina alone facing a difficult client = under-supervision.
What it is not: a matter of character, it is a wrong dosage of framework.
Reflex: if it sticks, first check the dosage: too much or not enough framework?
In practice — Adapting your leadership to each person
- For one team member and one task, assess autonomy (skill + motivation): beginner, progressing, experienced, autonomous.
- Deduce the style: direct Lina on her files, delegate to Karim on technical work.
- Spot one past mistake: an over-supervised expert or a beginner let go too early.
- Evolve the style each month: the goal is to move everyone toward delegation.
Ready-to-say script — adjusting the style with each person (2 min)
"Lina, on client files you are starting out: I suggest a step-by-step sheet and a 5-minute check-in every evening this week, then we will space them out. Karim, on technical quality you are autonomous: I entrust you with the month's objective, we review on Friday, you choose your method. Does that suit you?"
Say it to each person separately, then note down the chosen style to review it in one month.
Copy-paste template — autonomy grid
TEAM MEMBER: ............ / TASK: ............
AUTONOMY: [ ] beginner [ ] progressing [ ] experienced [ ] autonomous
Skill: low / medium / high — Motivation: low / high
CHOSEN STYLE: [ ] direct [ ] coach [ ] support [ ] delegate
FRAMEWORK: instructions: ...... / follow-up: ...... / next review: ......Micro-business (2-3 people)
Note the style on paper per task: a versatile beginner may need 3 different styles in the same day.
Remote / hybrid
Directing remotely = written instructions + short daily video call; delegating = written objective + weekly check-in, defined emergency channel.
Algerian SME
Account for juniors hired with no experience: plan pairing with an experienced person like Karim, with recognized dedicated time.
Intercultural
Make explicit that "delegating" is not "losing interest" and that "directing" is not "lacking trust".
✓ Best practices
- Assess autonomy task by task.
- Choose the right style among the four.
- Move everyone toward autonomy.
✗ Common pitfalls
- Applying the same style to everyone.
- Over-supervising an expert.
- Delegating to someone not ready.
Key takeaways
- The right style depends on autonomy on the task.
- Four styles: direct, coach, support, delegate.
- Mistakes: over-supervising an expert, abandoning a beginner.
- Goal: move everyone toward autonomy.
48h challenge — apply tomorrow
Take 2 team members and 1 task each, note their autonomy and the chosen style (direct / delegate). Apply the right dosage for 2 days and note the reaction. 15 minutes are enough.
- I can assess autonomy task by task.
- I can choose between direct, coach, support, delegate.
- I did the 48h challenge or scheduled its date.
Frequently asked questions
How do I assess autonomy concretely?
Cross skill (can they do it?) and motivation/confidence (do they want to and feel able?) on one specific task. A motivated but low-skill beginner needs direction; a skilled but demotivated expert needs support. Always task by task: Karim can be autonomous on technical work and a beginner on a new tool.
Is adapting my style unfair?
No: treating everyone the same when needs differ is the real unfairness. Consistency applies to values, rules and standards, stable for all. Only the support posture adjusts to each person's real needs.
How long before moving to delegation?
It depends on the task and the person: a few weeks for a simple task, several months for a complex assignment. Review the style each month with each person and progressively loosen the framework as results follow.
Salim gives the same client file to Lina (2 months of experience) and Karim (8 years). What should he do?