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Leadership Styles
According to Hersey and Blanchard, there are
four main leadership styles:
Telling (S1) – Leaders tell their people
exactly what to do, and how to do it.
Selling (S2) – Leaders still provide
information and direction, but there's more
communication with followers. Leaders
"sell" their message to get the team on
board.
Participating (S3) – Leaders focus more on
the relationship and less on direction. The
leader works with the team, and shares
decision-making responsibilities.
Delegating (S4) – Leaders pass most of the
responsibility onto the follower or group.
The leaders still monitor progress, but
they're less involved in decisions.
As you can see, styles S1 and S2 are focused
on getting the task done. Styles S3 and S4 are
more concerned with developing team
members' abilities to work independently.
Maturity Levels
According to Hersey and Blanchard, knowing
when to use each style is largely dependent on
the maturity of the person or group you're
leading. They break maturity down into four
different levels:
M1 – People at this level of maturity are at
the bottom level of the scale. They lack the
knowledge, skills, or confidence to work on
their own, and they often need to be
pushed to take the task on.
M2 – At this level, followers might be
willing to work on the task, but they still
don't have the skills to do it successfully.
M3 – Here, followers are ready and willing
to help with the task. They have more skills
than the M2 group, but they're still not
confident in their abilities.
M4 – These followers are able to work on
their own. They have high confidence and
strong skills, and they're committed to the
task.
The Hersey-Blanchard model maps each
leadership style to each maturity level, as
shown below.
Maturity Level
Most Appropriate Leadership Style
M1: Low maturity
S1: Telling/directing
M2: Medium maturity, limited skills
S2: Selling/coaching
M3: Medium maturity, higher skills but lacking
confidence
S3: Participating/supporting
M4: High maturity
S4: Delegating
To use this model, reflect on the maturity of
individuals within your team. The table above
then shows which leadership style Hersey and
Blanchard consider the most effective for
people with that level of maturity.
Leadership Style Examples
1. You're about to leave for an extended
holiday, and your tasks will be handled by
an experienced colleague. He's very
familiar with your responsibilities, and
he's excited to do the job.
Instead of trusting his knowledge and skills
to do the work, you spend hours creating a
detailed list of tasks for which he'll be
responsible, and instructions on how to do
them.
The result? Your work gets done, but you've
damaged the relationship with your
colleague by your lack of trust. He was an
M4 in maturity, and yet you used an S1
leadership style instead of an S4, which
would have been more appropriate.
2. You've just been put in charge of leading
a new team. It's your first time working
with these people. As far as you can tell,
they have some of the necessary skills to
reach the department's goals, but not all
of them. The good news is that they're
excited and willing to do the work.
You estimate they're at an M3 maturity
level, so you use the matching S3
leadership style. You coach them through
the project's goals, pushing and teaching
where necessary, but largely leaving them
to make their own decisions. As a result,
their relationship with you is strengthened,
and the team's efforts are a success.
At Mind Tools, we recognize the truth within
this model, however we believe that a
different leadership style, "transformational
leadership", is often the most effective style
of leadership in business. If you'd like to learn
more about different styles, including
transformational leadership, see our article o