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72 PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP
directive style. The leader gives explicit directions about how tasks should be
accomplished. The selling style is based on a high concern for both relationships
and tasks. With this approach, the leader explains decisions and gives followers a
chance to ask questions and gain clarity about work tasks. The participating style
is characterized by high relationship and low task behavior. The leader shares
ideas with followers, encourages participation, and facilitates decision making.

The fourth style, the delegating style, reflects a low concern for both tasks and re-
lationships. This leader provides little direction or support because responsibility
for decisions and their implementation is turned over to followers.
The bell-shaped curve in Exhibit 3.4 is called a prescriptive curve because it
indicates when each leader style should be used. The readiness level of followers
is indicated in the lower part of the exhibit. R1 is low readiness and R4 represents
very high readiness. The essence of Hersey and Blanchard’s situational theory is for
the leader to diagnose a follower’s readiness and select a style that is appropriate

Exhibit 3.4 Hersey and Blanchard’s Situational Theory of Leadership
LEADER STYLE
(HIGH) Share ideas Explain
and facilitate
decisions
in decision and
making PARTICIPATING SELLING provide
opportunity
for
clarification
(Supportive Behavior) RELATIONSHIP BEHAVIOR S3 S2

DELEGATING

Turn over
responsibility
specific
instructions
for decisions Provide TELLING
and and closely
implementation supervise
S4 performance S1
®
(LOW) TASK BEHAVIOR (HIGH)
(Guidance)
FOLLOWER READINESS
HIGH MODERATE LOW
R4 R3 R2 R1
Able and Able but Unable but Unable and
Willing Unwilling Willing Unwilling
or or or or
Confident Insecure Confident Insecure

FOLLOWER LEADER

Source: Paul Hersey, Kenneth Blanchard, and Dewey Johnson, Management of Organizational Behavior:
Utilizing Human Resources, 7th ed. (Englewood Cliffs, NJ: Prentice Hall, 1996), p. 200. Used with permission.