Situational Leadership: How to Adapt Your Management Style to Your Team?

Managers often ask me how to deal with experienced employees who struggle with tasks or how to maintain motivation among young specialists. An excellent tool to address these challenges is the Situational Leadership Matrix by Ken Blanchard. It helps managers tailor their approach based on their team members’ level of motivation and expertise/experience.

Core Idea

By mapping motivation and expertise as two axes, we get four quadrants, each requiring a unique approach. Furthermore, the manager's role changes depending on the situation:

1. High Motivation – Low Expertise (Manager's Role: Mentor)
2. High Motivation – High Expertise (Manager's Role: Admirer and Inspiring Coach)
3. Low Motivation – High Expertise (Manager's Role: Friend)
4. Low Motivation – Low Expertise (Manager's Role: Career Coach)

Employee Characteristics, Strategies, and Manager’s Roles

1. High Motivation – Low Expertise (Newcomers)

Characteristics: These employees are eager to learn and achieve results but lack experience and knowledge. They’re often young specialists or employees tackling a new task for the first time.

Manager's Role: Mentor The manager acts as a guide, helping the employee settle in, sharing knowledge, and offering step-by-step support.

Recommendations:

• Provide clear instructions and detailed guidance.
• Conduct regular progress checks and offer support.
• Praise efforts and early successes to build their confidence.

2. High Motivation – High Expertise (Stars)

Characteristics: These employees are highly professional, independent, and results-oriented. They take initiative and handle responsibilities with competence.

Manager's Role: Admirer and Inspiring Coach The manager inspires and supports them, asking powerful questions to unlock even greater potential.

Recommendations:

• Grant them autonomy and assign complex projects.
• Offer opportunities for growth and leadership roles.
• Acknowledge their achievements and provide constructive feedback.

3. Low Motivation – High Expertise (Burned-Out Experts)

Characteristics: These employees are experienced but lack motivation for various reasons: burnout, frustration, or the absence of new challenges.

Manager's Role: Friend The manager creates a trusting environment, helping the employee rediscover purpose and reignite their interest in work.

Recommendations:

• Identify the root cause of low motivation (e.g., workload or lack of recognition).
• Involve them in decision-making and inspire new achievements.
• Provide opportunities for development or task rotation to restore engagement.

4. Low Motivation – Low Expertise (Problematic Employees)

Characteristics: These employees struggle with tasks and lack motivation. The reasons may vary, from unclear tasks to personal issues or an ill-suited role.

Manager's Role: Career Coach The manager helps the employee identify their strengths and find the best role to apply them.

Recommendations:

• Assign simple, specific tasks to help them achieve early wins.
• Offer feedback and actively involve them in the learning process.
• If the situation doesn’t improve, consider discussing a role change or parting ways.

How to Apply the Model in Practice?

The key to successful management is flexibility. Situational Leadership requires managers to adapt their approach to meet the needs of the employee at that moment, shifting roles from mentor to career coach as needed. This not only drives results but also fosters long-term team engagement.

?? Which role do you find yourself taking on most often as a manager? Which of these approaches do you plan to try to enhance your team interactions? Let’s discuss in the comments!

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