Introduction: Why Leadership Needs to Be Situational Today
It’s no longer enough to be a rigid boss in a world where things are always changing and teams are becoming more varied. Managers need to be flexible, aware, and helpful at the same time. This is where the SLII® model comes in handy. The SLII model, created by Ken Blanchard and Paul Hersey, is a flexible leadership approach that changes based on each employee’s ability and development level.
What is SLII? It’s a leadership mindset that focuses on adapting one’s leadership behaviors to meet the specific needs of followers rather than following a one-size-fits-all strategy. The situational leadership 2 model outlines four primary leadership styles that leaders can shift between, depending on the competence and commitment of their team members. The SLII model is widely appreciated for its simplicity and effectiveness in boosting performance and engagement across diverse organizational settings.
Understanding the situational leadership 2 model can lead to stronger outcomes, whether you’re leading a fresh team or part of a multinational corporation. This guide will explore the SLII model, walk you through each of the four key leadership styles, and even address commonly asked questions—like what is the least-used leadership style according to SLII research findings?
Let’s dive deeper into the SLII approach and uncover how it can reshape your leadership style for the better.
The Four Leadership Styles in the SLII® Model
The Situational Leadership II (SLII®) model gives leaders a useful way to change how they handle their teams based on the level of growth of each member. This makes sure that leaders give just the right amount of help and direction. Based on the SLII model, these are the four types of leadership:
1. Directing (Style 1 – S1)
High in telling, low in supporting
The following style is used when the follower wants to do the job but doesn’t have the right skills or knowledge. The worker may be excited about starting a new job at Development Level 1 (D1), but they don’t know how to do it well yet.
This type of leadership includes clear directions, deadlines, goals, and close control. Controlling the process is more important than giving mental support or freedom. For instance, if a team leader gave a recent college graduate their first project, they would carefully walk them through each step, explain what was expected of them, and keep a close eye on their progress.
This style works great for training, crises, or times when accuracy is very important. The SLII model stresses that Directing is not micromanaging; it’s giving someone the tools they need to learn what “good” looks like. As the worker gets better, the boss gradually steps back and lets them do more on their own. According to SLII, this stage helps build initial confidence.
Good for new employees, entry-level jobs, and things they haven’t done before
2. Coaching (Style 2 – S2)
High in direction and high in support
At this point, workers are starting to get better, but they are still not consistent and may have periods of low drive or self-doubt. This puts them in Development Level 2 (D2). Leaders who use the Coaching style still give order and direction, but they also offer support, explanations, and feedback.
This type of leadership is very important because the worker knows they’re having a hard time but isn’t sure of themselves enough to feel secure. The SLII leadership model’s Coaching style strikes a balance between power and building relationships. Leaders tell their employees “why” choices are made, ask for their feedback, and believe in their abilities.
One manager might show a marketing expert who knows the basics but has trouble with campaign analytics through reports while also reaffirming their growth and long-term value. The SLII model uses this style often for developmental roles.
Ideal for: Learners in the middle level, changing roles, and trust gaps
3. Supporting (Style 3 – S3)
Low in direction, high in support
At this level (Development Level 3 or D3), employees have gotten better at their jobs, but they may not fully trust or commit to their jobs. They don’t need to be told what to do step by step, but they can really use mental support, motivation, and making decisions together.
The boss changes from being a teacher to a partner in the Supporting style. Based on the SLII approach, leaders should now pay attention to active listening, open conversation, and emotional support. They let people make their own decisions while still being there to offer support or comments when needed.
For example, a software worker who is good at writing code but has doubts about the design choices they make might need a leader who supports their ideas and lets them join planning meetings. The situational leadership 2 model encourages leaders to empower rather than direct.
This is the perfect job for skilled but careful workers and people who are taking on bigger roles.
4. Delegating (Style 4 – S4)
Low Supportive and Low Directive
This is the SLII framework’s hands-off leadership style. It’s used when team members are both very skilled and very dedicated. This style is called Development Level 4 (D4). They are strong, bold, and able to get things done on their own.
In this case, leaders give employees full responsibility and authority over their work. They don’t give much advice or mental help unless asked. This makes people feel like they have control, encourages new ideas, and frees up leaders to work on important tasks.
But what is the least-used leadership style according to SLII research findings? It’s Delegating. Why? Because very few workers get to the D4 level and a lot of leaders find it hard to give up all power. But when used properly, this style creates teams that are energised, driven, and perform at a high level. The SLII model marks it as a goal for high-functioning teams.
One example would be giving a senior graphic designer full power over a product promotion and trusting them with the idea, the execution, and the end delivery.
Great for: top achievers, experts, and senior staff
Matching SLII® Leadership Styles with Development Levels
The real skill of the SLII® model lies in figuring out exactly what level of growth each team member is at and then using the right leading style for that level. To get the most out of growth and success, align style with progress in this way:
Development Level 1 (D1): Beginner with lots of energy
Characteristics: Very excited and driven, but lacks information and skills.
Directing (S1) is an effective style with a lot of direction and little help.
Why it Works: Clear directions and supervision help people know what to expect and build trust. Leaders lay the groundwork and give people power by helping them learn new skills.
Tip from the SLII model: As skill grows, start reducing direction and increasing support for working together. This is a fundamental aspect of situational leadership 2 model.
Development Level 2 (D2): Learner Who Has Lost Hope
Possesses some skills but feels overloaded or unsafe; their drive may change over time.
Coaching (S2)—high direction and high support—works well.
Why it Works: It gives clear instructions and comfort. Leaders give their staff order and support, which helps them get clarity and confidence again.
Tip from the SLII model: To get people interested in learning again and strengthen what they’ve learnt, use open conversation and feedback loops. If you’re asking “what is SLII?”, this phase shows its essence—supporting growth through adaptability.
Development Level 3 (D3): Skilled Performer Who Is Wary
Things about it: Competent, but hesitant or unsure; may need to be pushed or reassured.
Supporting (S3) is an effective style with low direction and great support.
How it Works: Lowers the level of power while increasing trust through support and group decision-making. Allows people to be independent while also validating their feelings.
Tip from the SLII model: Give jobs to other people in small steps, and praise effort while still being available to help. According to situational leadership 2 model, this phase demands balancing autonomy with empathy.
Development Level 4 (D4): Self-Reliant Achiever
Highly skilled, driven, and sure of themselves; wants to be independent.
Style that works: Delegating (S4)—low help and direction
How it Works: Allows complete freedom, which shows trust. Leaders take a step back and let workers lead and come up with new ideas.
SLII model tip: Check in with them from time to time, give them comments when they ask, and show others how to be a good leader. This phase also answers the often-asked question: “What is the least-used leadership style according to SLII research findings?” — it’s usually Delegating, because few reach the D4 stage.
Why Correct Matching Is Important to Avoid Mismatches:
It can be frustrating to guide D4s too much, and it can be confusing to not help D1s enough. That’s why the SLII model emphasizes matching the leadership approach to the follower’s development level.
Boosts Motivation: The right style encourages dedication, self-assurance, and skill.
Speeds up Development: When leaders react to their employees’ needs, they make more success faster.
Enhances Performance: Tailored leadership ensures clarity and connection, which are two important factors that make people work hard.
A real-life example of the SLII model in action
Assume you’re in charge of a mixed-type team launching a big product:
- Sarah (intern in marketing, D1): You use “Directing” to show her how to do market study.
- James (Junior Developer, D2): You use Coaching, which is a mix of giving professional advice and building people’s confidence.
- Priya (QA Tester, D3): You use Supporting to reassure her and ask for her opinion on test methods.
- Leo, a senior engineer in D4: You delegate and trust him to drive the development of the feature, with check-ins every so often.
This focused use of the SLII® model, a cornerstone of situational leadership 2 model, makes sure that each person gets exactly what they need, which leads to growth and results. If you’ve ever wondered what is SLII, this scenario is a perfect illustration of its principles at work. By applying the SLII model, leaders can adapt, inspire, and drive performance consistently.
Read More – Evolution of Situational Leadership Training: From Classroom to Online Courses
Conclusion
The Situational Leadership® II Model (SLII®) is more than just a theory of leadership; it’s a set of useful tools for getting the most out of your team. You can build trust, motivate people, and get things done by knowing where each team member is in their growth and adapting your leading style to meet those needs. The power of SLII comes in its ability to change and focus on people, whether you’re in charge of a D1 intern or a D4 senior expert.
When you know what is SLII and use it regularly, you get faster growth, more engaged employees, and long-term success. What’s the main point? Leadership isn’t about using the same method for everyone; it’s about seeing how people are different and reacting with purpose. SLII study shows that delegating is the least used style of leadership. So, what is the least-used leadership style according to SLII research findings? It’s Delegating. This isn’t because it doesn’t work, but because few leaders trust their employees enough to let go. But it’s easier to build trust with the SLII model.
Learn how to use the Situational Leadership 2 Model to give your team more power. The SLII model works, and it’s clear what the findings mean. The SLII model gives structure, the SLII model builds results, and the SLII model empowers people. Embrace the SLII model, apply the Situational Leadership 2 Model, and master the future of leadership through SLII.
