As leaders, we are constantly faced with a fundamental ethical question: Are we truly serving the people we lead, or are we merely dictating from above? Leadership is not just about making decisions – it’s about understanding and empowering your team. The Thai version of Ken Blanchard’s Situational Leadership Model offers an insightful framework for navigating the complexities of leadership by tailoring your approach to meet the evolving needs of your employees. This model is not just a strategy; it’s a timeless philosophy that encourages leaders to adapt their behaviour based on the competence and commitment of their team members, helping them grow both professionally and personally.
In today’s dynamic work environments, this adaptability is crucial. Consider this: according to a 2022 global study, 55 per cent of employees said they would leave their job if their manager consistently failed to adapt to their needs. Furthermore, 75pc of employees linked their job satisfaction directly to the quality of leadership they received. The data is clear – effective, flexible leadership isn’t just a nice-to-have; it’s essential for retaining top talent and fostering a motivated workforce.
Situational leadership provides a flexible framework with four key leadership styles: Directing, Coaching, Supporting, and Delegating. These styles correspond to different stages of employee development. For example, a new hire might be enthusiastic but lack the skills for the job. Here, the Directing style is crucial – you provide clear, step-by-step instructions to help them build their abilities. As they grow more confident, you transition into the Coaching phase, offering encouragement while still guiding their progress. The Supporting style comes into play when employees are skilled but may lack motivation, and finally, the Delegating style empowers highly competent and committed employees to take ownership with minimal oversight.
One of the greatest advantages of this model is that it forces leaders to diagnose their team members’ development levels accurately. This isn’t a one-time assessment but a continuous process. Employees may excel in one task but need guidance in another, and situational leadership allows for this kind of flexibility. It’s about meeting people where they are, ensuring that everyone gets the leadership they need, not just the leadership you’re used to giving.
So, how can leaders today apply this model? First, recognise that leadership is relational, not transactional. It’s not enough to bark orders or be hands-off because you assume your team knows what to do. You have to stay engaged. Leadership is about influence, as Blanchard famously said, “The key to successful leadership today is influence, not authority.”
Second, leaders must be ethically grounded. The Prophet Muhammad’s (PBUH) words remind us that good leadership is rooted in good character. The best leaders are those who lead with empathy, patience, and a deep understanding of their team’s strengths and weaknesses. They don’t just direct – they serve. This mindset shift from being a ‘boss’ to being a ‘mentor’ is key in today’s work environments, where employees expect their leaders to help them grow, not just supervise their work.
Finally, consider this: according to Gallup, teams that are properly managed and whose leaders adapt their style to fit the needs of their employees are 21pc more productive and have 45pc higher employee engagement. This is a powerful testament to the value of the situational leadership model. If you want to create a productive, engaged, and loyal team, the ability to adapt your leadership style is non-negotiable.
As we navigate increasingly complex and diverse work environments, the situational leadership model offers a roadmap for ethical, adaptable leadership that inspires growth. But it all starts with a question: Are you willing to change your approach to meet the needs of those you lead? True leadership is about flexibility, humility, and a commitment to bringing out the best in others. In the end, it’s not just about directing—it’s about elevating everyone around you.
In the next edition of Workplace Watch, we will explore more trends shaping the future of work. Until then, keep growing, keep learning, and keep pushing the boundaries of what’s possible.
Amal Kooheji is a growth advocate
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