Situational Leadership II (SLII)
Match your leadership style to each person's development level
Situational Leadership II is a framework developed by Ken Blanchard and colleagues that teaches leaders to diagnose the development level of their team members on specific tasks and then match their leadership style accordingly. The model identifies four development levels (D1 through D4) based on competence and commitment, and four corresponding leadership styles (S1 through S4) ranging from directing to delegating. The core insight is that there is no single best leadership style—effective leaders are flexible and adapt their approach based on the needs of each individual for each specific goal or task. This prevents both over-supervision of capable employees and under-supervision of those still learning.
- There is no single best leadership style—effectiveness requires flexibility
- Development level is task-specific, not a global trait of the person
- Both competence and commitment must be diagnosed before choosing a style
- Over-supervision is just as damaging as under-supervision
- The goal is to develop people toward self-reliance
- Set Clear GoalsBefore diagnosing or leading, ensure you have established clear SMART goals with your team member. Without clarity on what good performance looks like, neither of you can assess development level accurately. Goals should be observable, measurable, and agreed upon by both parties.Pro tipUse goal-setting conversations to also build relationship and trust with your team memberWarningSkipping this step means all subsequent diagnosis will be based on vague impressions rather than concrete performance data
- Diagnose Development LevelAssess the individual's competence (demonstrated knowledge and skill) and commitment (motivation and confidence) on the specific task. D1 = low competence, high commitment (enthusiastic beginner). D2 = some competence, low commitment (disillusioned learner). D3 = moderate-to-high competence, variable commitment. D4 = high competence, high commitment (self-reliant achiever).Pro tipAsk the person to self-diagnose first—it builds self-awareness and often reveals mismatches between your perceptionsWarningNever label a person as a D1 or D4 globally—development level is always task-specific
- Match Leadership Style to Development LevelApply the appropriate style: S1 (Directing) for D1—high directive, low supportive behavior, providing clear instructions. S2 (Coaching) for D2—high directive, high supportive, explaining decisions and soliciting input. S3 (Supporting) for D3—low directive, high supportive, facilitating problem-solving. S4 (Delegating) for D4—low directive, low supportive, turning over responsibility.Pro tipWhen in doubt between two adjacent styles, err toward the more supportive option
- Monitor Progress and AdjustRegularly reassess development level as competence and commitment change over time. As people develop on a task, gradually shift your style from directing through coaching and supporting toward delegating. Be prepared to move backward if confidence dips or new challenges emerge within the same goal area.Pro tipSchedule brief check-ins rather than waiting for formal reviews—development level can shift quicklyWarningDelegating too soon to someone at D2 or D3 can feel like abandonment and destroy momentum
A newly hired sales rep (D1 on cold calling) receives detailed scripts and daily check-ins from their manager using S1 Directing. After two months, the rep has some skill but declining motivation (D2), so the manager shifts to S2 Coaching—still providing structure but also encouraging input and explaining the reasoning behind techniques. By month six the rep is skilled but inconsistent in confidence (D3), so the manager uses S3 Supporting—listening, encouraging, and letting the rep lead conversations.
Ken Blanchard describes how his own organization uses SLII internally, with every manager trained to diagnose development levels and have open conversations about what leadership style each person needs on each goal. This creates a common language across the organization where employees can say I feel like a D2 on this project without it being a judgment of their overall ability.
Building on the original Situational Leadership model developed with Paul Hersey in the 1960s, Ken Blanchard and his colleagues at the Ken Blanchard Companies refined the approach into SLII to address common leadership failures. They observed that most managers default to a single leadership style regardless of the situation, leading to frustration and underperformance. The updated model incorporated research on competence and commitment as the two key variables in employee development, creating a more practical and nuanced framework for everyday leadership decisions.