The Situational Leadership model of Hersey and Blanchard (SLII) pairs four development levels of a team member, defined by their competence and commitment on a given task, with four management styles: directing (S1), coaching (S2), supporting (S3) and delegating (S4).
| Level | Competence | Commitment | Management style |
|---|---|---|---|
| D1 | Low | High | S1 Directing |
| D2 | Some to low | Low | S2 Coaching |
| D3 | Moderate to high | Variable | S3 Supporting |
| D4 | High | High | S4 Delegating |
Source: development levels and styles of the SLII model, as summarized in TRACOM, Situational Leadership II: An Overview (2018).
A Pattern Seen in the Field
Some team members, fearing they will not live up to a task, try to hide a lack of autonomy. This fear is concealed behind a display of strong commitment and motivation.
When the Manager's Diagnosis Is Biased
Reassured by this commitment, a manager may diagnose level D1 (low competence, high commitment) and apply the directing style (S1). In reality, the team member is at level D2 (some to low competence, low commitment), which calls for coaching (S2). The diagnosis is biased by what the team member lets show.
What Practice Shows
In this situation, the directing style can slow the work down: determined to hide a lack of autonomy, the team member does not move forward on their tasks. The problem lies not in the directing style itself, but in the diagnosis it rests on.
The Manager's Goodwill
A manager's goodwill here consists in correcting the diagnosis: the confidence on display reflects a fear of not being up to the task, and calls for both clear direction and support.