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Chapter 5 Situational Approach
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Situational Leadership® Questionnaire: Sample Items

Instructions: Look at the following four leadership situations and indicate what the
development level is in each situation, which leadership style each response
represents, and which leadership style is needed in the situation (i.e., action A, B, C, or
D).

Situation 1:

Because of budget restrictions imposed on your department, it is necessary to
consolidate. You are thinking of asking a highly capable and experienced member of
your department to take charge of the consolidation. This person has worked in all
areas of your department and has the trust and respect of most of the staff. She is
very willing to help with the consolidation.

A Assign the project to her and let her determine how to accomplish it.

B Assign the task to her, indicate to her precisely what must be done, and supervise
her work closely.

C Assign the task to her and provide support and encouragement as needed.

D Assign the task to her and indicate to her precisely what needs to be done but
make sure you incorporate her suggestions.

Development level D1 Action A

Situation 2:

You have recently been made a department head of the new regional office. In
getting to know your departmental staff, you have noticed that one of your
inexperienced employees is not following through on assigned tasks. She is
enthusiastic about her new job and wants to get ahead in the organization.

A Discuss the lack of follow-through with her and explore the alternative ways this
problem can be solved.

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B Specify what she must do to complete the tasks but incorporate any suggestions
she may have.

C Define the steps necessary for her to complete the assigned tasks and monitor her
performance frequently

D Let her know about the lack of follow-through and give her more time to improve
her performance.

Development level D1 Action A

Situation 3:

Because of a new and very important unit project, for the past 3 months you have
made sure that your staff members understood their responsibilities and expected
level of performance, and you have supervised them closely. Due to some recent
project setbacks, your staff members have become somewhat discouraged. Their
morale has dropped, and so has their performance.

A Continue to direct and closely supervise their performance.

B Give the group members more time to overcome the setbacks but occasionally
check their progress.

C Continue to define group activities but involve the group members more in
decision making and incorporate their ideas.

D Participate in the group members’ problem-solving activities and encourage and
support their efforts to overcome the project setbacks.

Development level D1 Action A

Situation 4:

As a director of the sales department, you have asked a member of your staff to take
charge of a new sales campaign. You have worked with this person on other sales
campaigns, and you know he has the job knowledge and experience to be
successful at new assignments. However, he seems a little unsure about his ability to
do the job.

A Assign the new sales campaign to him and let him function on his own.

B Set goals and objectives for this new assignment but consider his suggestions and
involve him in decision making.

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C Listen to his concerns but assure him he can do the job and support his efforts.

D Tell him exactly what the new campaign involves and what you expect of him, and
supervise his performance closely.

Development level D1 Action A

Scoring Interpretation

A short discussion of the correct answers to the brief questionnaire will help to explain
the nature of Situational Leadership® questionnaires.

Situation 1 in the brief questionnaire describes a common problem faced by
organizations during downsizing: the need to consolidate. In this particular situation,
the leader has identified a person to direct the downsizing project who appears to be
highly competent, experienced, and motivated. According to the SLII® model, this
person is at Developmental Level 4, which calls for a delegative approach. Of the
four response alternatives, it is the (A) response, “Assign the project to her and let her
determine how to accomplish it,” that best represents delegating (S4): low
supportive–low directive leadership.

Situation 2 describes a problem familiar to leaders at all levels in nearly all
organizations: lack of follow-through by an enthusiastic follower. In the given
example, the follower falls in Developmental Level 1 because she lacks the
experience to do the job even though she is highly motivated to succeed. The SLII®
approach prescribes directing (S1) leadership for this type of follower. She needs to
be told when and how to do her specific job. After she is given directions, her
performance should be supervised closely. The correct response is (C), “Define the
steps necessary to complete the assigned tasks and monitor her performance
frequently.”

Situation 3 describes a very different circumstance. In this situation, the followers seem
to have developed some experience and an understanding of what is required of
them, but they have lost some of their motivation to complete the goal. Their
performance and commitment have stalled because of recent setbacks, even
though the leader has been directing them closely. According to SLII®, the correct
response for the leader is to shift to a more supportive coaching style (S2) of
leadership. The action response that reflects coaching is (C), “Continue to define
group activities but involve the group members more in decision making and
incorporate their ideas.”

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Situation 4 describes some of the concerns that arise for a director attempting to
identify the correct person to head a new sales campaign. The person identified for
the position obviously has the skills necessary to do a good job with the new sales
campaign, but he appears apprehensive about his own abilities. In this context, SLII®
suggests that the director should use a supportive style (S3), which is consistent with
leading followers who are competent but lacking a certain degree of confidence. A
supportive style is represented by action response (C), “Listen to his concerns but
assure him he can do the job and support his efforts.”

Now select two of your own followers. Diagnose their current development level on
three different goals and your style of leadership in each situation. Is there a match? If
not, what specifically can you do for them as a leader to ensure that they have what
they need to succeed?

Situation 1: Delegating Style – Incorrect Answer: B, C, or D

Your answer indicates you may have misinterpreted the employee’s developmental
level, or the situation. The employee’s competence is described as highly capable,
experienced, familiar with all areas of the department, and trusted and respected by
the staff. Her commitment is described as a high willingness to help. This is confirmed
by the staff’s respect. According to the SLII model, a supportive leadership style would
be less effective because the employee already has the motivation and commitment
to do the job. A directive leadership style would also be less effective because the
employee already has the competence to do the job and doesn’t need guidance or
direction on how to do it. The coaching leadership style would require the leader to
be involved both in achieving goals and meeting the employee’s socioemotional
needs. This requires the leader’s time and energy and disregards the employee’s
capabilities that may frustrate the employee. According to the SLII model, the
employee is a Developmental Level 4, which calls for a delegating approach. This
approach facilitates the employee’s confidence and motivation in completing the
project. Answer A best represents this style.

Situation 2: Directing Style – Incorrect Answer: A, B, or D

Your answer indicates you may have misread this situation. The employee’s
competence is described as inexperienced and not following through on tasks. Her
commitment is described in terms of enthusiasm about the position and a desire to

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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advance in the organization. According to the SLII model, a coaching style would be
less effective because the employee already has the motivation to do the job and
doesn’t need to have her socioemotional needs met. The delegating style would also
be ineffective because the employee needs guidance or direction on how to do her
job correctly – she is not ready to handle this task on her own. The supportive
leadership style would require the leader to listen, praise, ask for input, and give
feedback when the employee lacks competence, giving too much control of day-to-
day decisions to the inexperienced employee. According to the SLII model, this
person is a Developmental Level 1, which calls for a directive approach. This
approach empowers the employee to learn her job properly and be supervised
closely in the process, without being given praise prematurely. Answer C best
represents this style.

Situation 3: Coaching Style – Incorrect Answer: A, B, or D

Your answer indicates you may have misinterpreted the employee’s developmental
level or the situation. The employees are working on a new project with lots of
instruction, high performance expectations, and supervision from the leader. Due to
project setbacks, they are discouraged and lack commitment. It is clear they need
highly supportive leader behavior, according to the SLII model. However, the
supportive leadership style would be less effective than the coaching style in this case
because the employees’ performance has been negatively affected along with their
morale, and they need direction to get back on track. A directive leadership style
would also be less effective because the employees do need socioemotional support
from the supervisor, leader behavior not provided by a directive style. The delegating
leadership style would let the staff continue being discouraged and less productive
without intervention. According to the SLII model, staff members are at a
Developmental Level 2, which calls for a coaching approach. This approach focuses
communication on both achieving goals and meeting employees’ socioemotional
needs. Answer C best represents this style.

Situation 4: Supportive Style – Correct Answer: C

By choosing Answer C, you recognize that the director of the sales department has
identified a competent staff person to direct a new sales campaign, but may need
encouragement. The person knows the job requirements and has experience, but
appears apprehensive about his own abilities. According to the SLII model, this person
is a Developmental Level 3, which calls for a supportive approach. This approach
allows the employee to make day-to-day decisions while being given
encouragement and input from the leader.

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