BECOMING A “CHAMELEON” LEADER: WHY DOES SITUATIONAL LEADERSHIP REMAIN RELEVANT?

In a world that moves very fast, leading with a rigid style is like trying to navigate Google Maps using a paper map from the 1990s. It is often confusing, irrelevant, and makes you get lost. This is where Situational Leadership comes in as an alternative answer for leaders.

What: What Is Situational Leadership?
Developed by Paul Hersey and Ken Blanchard, this model explains that there is no single best leadership style. The key is adjusting your style to the level of competence and commitment of team members.

This leadership approach divides leader responses into four quadrants:

S1 (Directing): Clear instructions (High Directive, Low Supportive)

S2 (Coaching): Direction plus support (High Directive, High Supportive)

S3 (Supporting): Focus on motivation (Low Directive, High Supportive)

S4 (Delegating): Full autonomy (Low Directive, Low Supportive)

Example in an Organization
Let’s see how this style is applied to the same person, let’s call him “Budi,” throughout his career journey:

1. S1 (Directing) – The New Hire:
Budi is a fresh graduate who has just joined the company. He has high enthusiasm but does not yet know how to use the company’s internal systems.

Action: You give very detailed, step-by-step instructions:
“Budi, enter the data into this table every day at 4 p.m., then send the report to my email and WhatsApp.”

2. S2 (Coaching) – Starting to Get It but Still Confused at Times:
After three months, Budi begins to understand the technical aspects, but he once made a data entry error and became somewhat unsure.

Action: You discuss it with him:
“Budi, what do you think caused this data discrepancy? Let’s discuss it and find the solution together so you can get even better.”

3. S3 (Supporting) – The Expert Who Is Burned Out:
Budi is now highly skilled, but he feels bored because his work is repetitive. His confidence has declined, and the sense of satisfaction and achievement he once felt seems to be fading.

Action: You no longer teach him how to do the job, but listen more:
“Budi, your performance has been outstanding so far. Is there a new project you’d like to try so you can feel motivated again?”

4. S4 (Delegating) – The Go-To Person:
Budi is now senior and very competent.

Action: You simply say:
“Budi, please handle Project X. Let me know when it’s done or if there are any major issues.”

Why: Why Is It Still Relevant?
You might ask, “This is an old theory. Is it still effective and relevant for Gen Z or remote teams?” In fact, it is more relevant than ever.

Workforce Diversity: Leading Gen Z employees who crave feedback (S2) is certainly different from leading a Senior Manager who is already very experienced (S4).

The Remote Work Trend: Without face-to-face interaction, leaders must be even more observant in assessing the competence and commitment of each team member. Someone who is new to working from home may need clear direction (S1) so they do not feel “lost” amid flexibility.

How: How to Apply It?
Being a situational leader does not mean you lack principles. Instead, it means you have high emotional intelligence. Practical steps include:

Diagnose: Before giving instructions, assess the team’s maturity level for that specific task.

Flexibility: Do not get stuck in your comfort zone. If you are used to “letting go” (S4), practice going back to giving clear instructions (S1) when the team is facing new AI technology that is unfamiliar to them.

Conclusion
Situational Leadership is not about changing your personality, but about changing your strategy. In today’s era, your ability to read situations and adjust your “frequency” to your team is the main key to keeping the organization resilient and high-performing.

Reflection Questions

1. Have I made an effort to change my leadership strategy to adjust my “frequency” to the team I lead?

2. Think about one thing that most hinders me from leading using the Situational Leadership model.

3. Think about one thing you will start doing in leading your team after reading this article.