Leading Situationally Increases Employee Engagement: Learn How

Leading Situationally Increases Employee Engagement
The concept of situational leadership, first articulated by Dr. Paul Hersey and Dr. Ken Blanchard in 1969, transformed the way managers approach leadership. Unlike traditional models that suggested a single “best” leadership style — whether autocratic, laissez-faire, servant, or transformational — situational leadership emphasizes adaptability. Leaders are encouraged to tailor their leadership approach based on the unique circumstances of each situation and the readiness of their team members.

At its core, situational leadership asks leaders to balance support and direction according to the follower’s competence and commitment. A highly skilled, self-motivated employee may need minimal guidance but significant encouragement, while a less experienced or uncertain team member may require clear direction paired with coaching and support. This flexible approach ensures that individuals receive exactly what they need to succeed.

New manager training research consistently shows that when leaders adjust their style to meet the needs of their team, employee engagement and performance increase significantly. In fact, beyond following up on employee engagement survey results, the way leaders lead is the single most influential factor driving engagement and retention. Employees who feel understood, supported, and appropriately challenged are more likely to invest discretionary effort, remain loyal to the organization, and contribute to a culture of high performance.

Why Leading Situationally Matters Today
Today’s leaders face unprecedented pressure to guide teams that are diverse, remote, and constantly evolving. Yet many people leaders lack the skills to be the agile, adaptive leaders their teams require, often struggling to forge meaningful connections that drive consistent results.

This isn’t for lack of effort or desire — most leaders genuinely want to excel. The challenge is that research shows the majority rely on a single leadership style, unaware that a one-size-fits-all approach limits their team’s potential. To unlock the full capabilities of their people, leaders must learn to lead situationally.

Supported by more than 40 years of research and a proven record of impact, the situational leadership approach equips leaders to provide the right balance of support and direction — tailored to each individual and each moment. This adaptive method ensures leaders can meet their team’s evolving needs, increasing employee engagement, and deliver sustained results in an increasingly complex world.

Four Examples
Here are four examples of how leading situationally increases employee engagement in the workplace:

• Eager Beginner (Low Competence + High Commitment)
  Let’s say you have a direct report who is confident and enthusiastic to learn but is new to the task. The model recommends that you manage the situation by having High Directive and Low Supportive behavior.
  
  That means demonstrating and telling them how to do the task correctly, monitoring their attempts, and giving frequent and constructive feedback.
• Disenchanted Learner (Low Competence + Low Commitment)
  When you have a team member who has little to no experience with the task and whose commitment is shaky, leaders need to manage the situation by having High Directive and High Supportive behavior.
  
  That means explaining the work, explicitly redirecting when they are off track, and offering encouragement and praise as they progress.
• Talented but Wary Performer (High Competence + Low Commitment)
  When you have a capable but cautious team member, leaders need to manage the situation by having Low Directive and High Supportive behavior.
  
  That means asking good questions, actively listening, providing encouragement, and collaborating where it makes sense to help get the job done.
• Autonomous High Performer (High Competence + High Commitment)
  With a direct report who is highly competent and committed to the task, leaders need to manage the situation by having Low Directive and Low Supportive behavior.
  
  That means leaders should provide all the resources needed to empower and trust the worker to achieve the desired results.  To ensure that you engage and retain this high performer, acknowledge their good work and provide new challenges and opportunities for growth whenever possible.

In each of the examples above, the manager meets the employee exactly where they are. Leadership is not one-size-fits-all — it is tailored to the situation and the individual’s needs. Effective people managers assess each person’s capability, confidence, experience, and attitude, then adjust their approach accordingly.

When a manager invests time in understanding a team member’s competence and readiness, it signals that they care — not just about results, but about supporting the individual. Regular, thoughtful one-on-one check-ins — demonstrating genuine interest and guidance — help keep employees focused, engaged, and connected to their work and team.

Recognition plays a critical role in this dynamic. Our recent organizational culture survey of over half a million employees across more than 8,000 organizations found that employee recognition ranks among the top five drivers of engagement. At its core, recognition is simply a way to pay individual attention, showing employees that their contributions are noticed and valued.

The Bottom Line
When you adapt your leadership to match each team member’s skills, confidence, and motivation, you unlock their potential — driving higher engagement, stronger development, and greater retention.

To learn more about how leading situationally increases employee engagement, download 29 Ways to Build and Maintain Trust as a Leader