Situational Leadership Courses: Hersey-Blanchard Model and Leadership Styles
Situational leadership training to master Hersey-Blanchard model, 4 leadership styles (directing, coaching, supporting, delegating) and collaborator maturity diagnosis. Develop managerial flexibility to adapt approach to different situations and people.
What you will learn in Situational Leadership courses
There is no universally optimal leadership style: Hersey-Blanchard research shows effective leaders adapt approach to specific situation. Same collaborator may require clear direction on new task (directive style) but autonomy on mastered tasks (delegating style). Companies training managers on situational leadership see 20-30% increase in engagement and 15% reduction in turnover.
You will learn Hersey-Blanchard model: diagnostic framework crossing 2 dimensions (directive and supportive behavior) creating 4 leadership styles, 4 fundamental leadership styles: S1 Telling/Directing (high directive, low supportive): clear instructions, close supervision, unilateral decisions (new hire, critical task), S2 Selling/Coaching (high directive, high supportive): explain decisions, encourage questions, involve while maintaining control (motivated but inexperienced collaborator), S3 Participating/Supporting (low directive, high supportive): facilitate shared decisions, listen, provide emotional support (expert but insecure), S4 Delegating (low directive, low supportive): delegate responsibility, minimal supervision, trust (expert and autonomous), collaborator maturity diagnosis: assess competence (knowledge + technical skills) and commitment (motivation + confidence) on specific task, 4 maturity levels: M1 (low competence, high commitment), M2 (medium competence, low commitment), M3 (high competence, variable commitment), M4 (high competence, high commitment), style-maturity matching: M1→S1, M2→S2, M3→S3, M4→S4 to maximize performance, develop managerial flexibility: exit comfort style, use broad behavioral repertoire, adapt quickly, manage maturity regression: experienced collaborator losing motivation/competence requires temporarily returning to more directive style.
Who this training path is for
- New managers: learn to adapt style instead using one-size-fits-all approach
- Team leaders with heterogeneous collaborators: manage junior and senior with differentiated approaches
- Growing managers: expand repertoire beyond natural comfort style for greater effectiveness
- HR and L&D specialists: design leadership development paths based on situational flexibility
- Leaders in change contexts: adapt style to uncertainty, urgency, transformation situations
Benefits of Situational Leadership training
Greater managerial effectiveness
Adapting style to collaborator maturity increases team performance by 25% and reduces ineffective micromanagement of experts.
Accelerated collaborator development
Precise maturity diagnosis allows providing right support level, accelerating growth from dependent to autonomous.
Flexibility in dynamic contexts
4-style repertoire allows navigating different situations (crisis, change, routine) with appropriate approach to each.
How to choose the most suitable format for your team
Each format is designed to adapt to different situational leadership competence development needs and company contexts.
In-person course → ideal for:
- Intensive Hersey-Blanchard workshops with role-play maturity diagnosis and real-time style switching
- Team managers: real collaborator case analysis exercises, peer feedback on comfort vs necessary style
- Business simulations (crisis, projects) requiring rapid style changes based on situation evolution
- Situational leadership certification with assessment center and behavioral flexibility evaluation
Online course → ideal for:
- Hersey-Blanchard model and 4 styles fundamentals: videos, diagnostic quizzes, preferred style self-assessment
- Geographically dispersed managers needing scalable training on collaborator maturity diagnosis
- Microlearning: short modules on each style (when to use, common errors, practical examples)
- Diagnostic tools platform: maturity evaluation templates, style choice decision tree, checklists
Blended course → ideal for:
- Online model theory + in-person workshop with intensive simulations and video feedback on used styles
- Self-paced e-learning on 4 styles + live sessions analyzing real collaborator cases and group coaching
- Platform with 360° leadership style assessment + 1-to-1 coaching on gap between current and needed style
- 3-month path: on-demand content + action learning (apply different styles, reflect, share)
Frequently asked questions about Situational Leadership
How is situational leadership different from other models?
It adapts the leader’s style to a person’s maturity on a specific task (competence + motivation) instead of using a fixed approach. There’s no single “best” style: choose among directing, coaching, supporting, or delegating based on diagnosis.
How do I assess maturity (M1–M4)?
Look at two task‑specific dimensions: competence (can do, how autonomously) and commitment (motivation and confidence). The same person can be M4 on a familiar task and M1 on a new one—assessment is always task‑based.
When should I use S1, S2, S3, S4?
M1 → S1 Directing (clear instructions, close follow‑up). M2 → S2 Coaching (explain the why, provide support). M3 → S3 Supporting (shared decisions, trust). M4 → S4 Delegating (autonomy, light check‑ins). Avoid micromanaging experts.
How do I build style flexibility?
Know your comfort style, diagnose before acting, practice the least‑natural style (role‑plays/coaching), and ask for feedback (“What do you need from me?”). Iterate and adjust based on outcomes.
Does it work with remote teams and different generations?
Yes: diagnosis stays individual and task‑based. In remote settings, make instructions and check‑ins explicit; avoid generational stereotypes and evaluate real maturity on each activity.
What are the most common mistakes?
One‑style‑fits‑all, shallow diagnosis, micromanaging M4, delegating too early to M1–M2. Remedies: clear diagnosis, agreed goals, continuous feedback, and periodic style reviews.