Leaders and managers in Malaysian organisations handle very different situations on a day-to-day basis, and issues arise when they apply one approach across all of them.
Some tasks need step-by-step guidance, while others require giving people space
Effective leadership requires adjusting behaviour based on both the individual and the situation.
When D Jungle People is engaged to develop such leaders, we turn to Ken Blanchard’s Situational Leadership model, and below we explain:
- what Situational Leadership is
- the four leadership styles
- the four development levels, and
- how organisations can apply SLII in real workplace situations
Of course, you’re welcome to skip the guide and reach out to us for a tailored talent assessment programme.
Otherwise, let’s begin.
A brief history of Situational Leadership
The Situational Leadership Model was developed by Dr. Paul Hersey and Dr. Ken Blanchard in the late 1960s.
Originally introduced as the ‘Life Cycle Theory of Leadership,’ the model evolved over time into what is now widely known as Situational Leadership, but the core idea has remained consistent: There is no single ‘best’ leadership style.
Instead, effective leadership depends on the situation and individual being led. Over the decades, the model has been widely adopted in leadership development programmes globally, including by us at D Jungle People!.
Situational Leadership model overview
At its core, the Situational Leadership model considers the link between task behaviour (how much direction the leader provides) and relationship behaviour (how much support and communication the leader provides).
By adjusting these two dimensions, leaders shift between four different leadership styles:
- Directing
- Coaching
- Supporting
- Delegating
Each style reflects a different balance of direction and support.
Directing (high task, low relationship)
This style is most appropriate when individuals are new to a task and require clear instruction. Here, the leader defines:
- what needs to be done
- how it should be done
- and when it should be completed
In this style, the leader takes a highly directive role and closely guides execution. It is most effective when employees are inexperienced or unfamiliar with the task.
Coaching (high task, high relationship)
This style combines strong direction with active support, and leaders provide guidance but also:
- explain decisions
- encourage input
- and help build confidence
This is typically used when individuals are still developing competence but are beginning to understand the task.
Supporting (low task, high relationship)
In this style, leaders step back from directing tasks and focus more on support and collaboration. Employees are capable but may lack confidence or consistency, and benefit from leaders who:
- facilitate decision-making
- provide encouragement
- and help remove obstacles
The emphasis shifts from instruction to empowerment.
Delegating (low task, low relationship)
At this stage, employees take full ownership of responsibilities. This style is used when individuals are fully capable and self-reliant and leaders should:
- provide autonomy
- step back from day-to-day involvement
- and monitor progress at a distance
The four development levels
Situational Leadership matches each leadership style to the competence (skills and knowledge) and commitment (confidence and motivation) of the people being led.
| Level | Description | Competence | Commitment | Characteristics | Need |
| D1 – Enthusiastic beginner | New to the task and highly motivated but inexperienced | Low | High | Eager to learn, unsure how to perform the task, reliant on guidance | Clear direction, structure, and step-by-step guidance |
| D2 – Disillusioned learner | Beginning to learn but confidence drops as challenges increase | Low to moderate | Low | Initial enthusiasm declines, challenges become more apparent, confidence decreases | Guidance, encouragement, and reassurance |
| D3 – Capable but cautious performer | Has skills but confidence and consistency may fluctuate | Moderate to high | Variable | Knows how to do the task, may hesitate, may lack confidence or consistency | Support, involvement in decisions, empowerment |
| D4 – Self-reliant achiever | Fully capable and motivated independent performer | High | High | Skilled, confident, self-directed, reliable | Autonomy with minimal supervision |
Situational Leadership training equips leaders with the ability to identify the development level of an individual and deploy the complementary leadership style:
- D1 → Directing
- D2 → Coaching
- D3 → Supporting
- D4 → Delegating
When leaders do this correctly, motivation increases and so does performance, while a mismatch causes a drop in confidence, confusion, and ultimately subpar results.
In other words, too much or too little leadership both create problems – the Situational Leadership model helps leaders determine how much is just enough!
That’s it from us, and we wish you all the best with your leadership training 🙂
Situational leadership training with D Jungle People
Our two-day Situational Leadership programme is based on principles of Ken Blanchard’s Situational Leadership, equipping leaders with the tools to adapt their leadership style to individual team members and choose the right approach for different business scenarios – and yes, we are HRDC Claimable!
