Effective leadership is the ability to influence the activities of others toward the achievement of a goal in such a way that they feel positive about, and committed to, the effort required. Simply put, it is about getting people to engage with what they need to contribute. When managers and supervisors understand the nature of influence and develop a practical skill set to exercise effective influence they are better able to make a significant contribution to dealing with organisational challenges.

Leadership is a fundamental and universal supervisory and managerial requirement, irrespective of organizational level and function, type of organization or culture. Any employee in a supervisory or managerial role, as well as technical specialists without a formal leadership role, who need to influence and engage others in the organisation, are candidates for leadership development.

"Leaders are trained, not born","Leadership, more than any other factor, will determine success as companies adapt to the next economies' new set of rules".

Dr Paul Hersey, founder of the Situational Leadership® Model.


Over the past fifty years, the Situational Leadership® model developed by Dr Paul Hersey (Hersey and Blanchard, 1969) has won worldwide acclaim as a user friendly and practical process for effective management leadership. The fundamental concept underpinning the Situational Leadership® model is also that of ‘fit’, or alignment– with the following core assumptions:

• There is no one “best”, or universal, leadership style.
• In order to be effective, a leader must adapt his leadership style to fit the demands of the situation in which he wishes to exercise influence.
• The most critical situational factor to assess when selecting an influencing style is the performance readiness of the follower(s).

The Situational Leadership® model with its clear behavioural descriptors of the four basic leadership styles and its practical diagnostic procedure for assessing task relevant Performance Readiness® has provided leaders and managers worldwide, with an effective and enduring process for aligning their leadership behaviours in one-on-one and team leadership situations.


The Situational Leadership® model consists of three key concepts namely Tasks, Performance Readiness® and Leader Behaviour.

The fundamental activity in all organisations is that of carrying out tasks. Arguably, organisations may be defined as an aggregation of tasks executed cooperatively by organisational members with the intension of achieving goals, or outcomes. Without people doing things – working away at tasks and responsibilities; playing their roles; discharging their duties and responsibilities, the phenomenon of organisation has no meaning. People performing tasks individually, or in one kind of team or another, lie at the core of the concept of ‘organisation’.

Performance Readiness®

Organisational members demonstrate a level of Performance Readiness® on every task that needs to be executed. Performance Readiness® is thus task specific. The same person may demonstrate a different level of readiness from one task to the next. The reality of task specific Performance Readiness® lies at the core of the Situational Leadership® model. Performance Readiness® is precisely defined as the degree of demonstrated ability and willingness to accept, own and perform a task at a sustained acceptable level.

Performance Readiness® consists of ability and willingness. These two components form an interactive influence system i.e. the one can – and does – influence the other, thus making Performance Readiness® a dynamic concept.

Since an individual or group may demonstrate varying amounts of both ability and willingness on a given task, the model defines four levels of task specific Performance Readiness®. : R1, R2, R3 and R4

The defining statement in the Situational Leadership® model is as follows:

The more the leader adapts his leadership style to the task specific Performance Readiness® of the person or group who needs to be influenced, the more effective the leader will be.

Leadership is defined as . . . . any attempt to influence the behaviour of an individual or group for any purpose . . . . It consists of two primary dimensions of behaviour namely Task Behaviour (also referred to as Directive Behaviour) and Relationship Behaviour (also referred to as Supportive Behaviour).

The model describes four basic Leadership Style(s) namely;

  • S1: The Telling Style
  • S2: The Selling Style
  • S3: The Participating Style
  • S4: The Delegating Style

    The bell shaped curve in the model shows the best fit, or match, of each leadership style to each level of task specific Performance Readiness®, i.e. R1 : S1 ; R2 : S2 ; R3 : S3 ; R4 : S4.

    Applying the Situational Leadership® model consists of four consecutive steps:

    1. Identify the task that needs to be influenced.
    2. Diagnose the Performance Readiness® level of the person or group for the task.
    3. Choose and use the appropriate leadership style for effective influence.
    4. Develop a person’s task performance or to prevent task performance from regressing.


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    Situational Leadership® has achieved significant international recognition as the most pragmatic and effective training program in the leadership field. The Situational Leadership® Model is used by more than 70% of Fortune 500™companies, in 42 countries with over 14 million leaders trained. Situational Leadership® accommodates cultural and generational differences at all levels of management and supervision and remains one of the world’s most effective and successful leadership development programmes. In South Africa, it has been a leading leadership development programme for more than 35 years! The latest and very exciting version of Situational Leadership®̶ Building Leaders has just been launched in Southern Africa. The new programme utilises the most advanced adult learning methodologies.

    Situational Leadership® - Building Leaders is practical and relevant.

    The skills learned are directly applicable to the work situation and job roles of the participants. They immediately see the relevance of the Situational Leadership® model and how it can be used in their supervisory and/or managerial roles.

    Situational Leadership® - Building Leaders is user-friendly and self-adjusting.

    The interactive methodology facilitates the learning process and provides feedback to participants that they are mastering both the concepts and the development of situational leadership skills. Participants also realize that the application of the Situational Leadership® model is flexible and that they can adapt it to their own specific circumstances such as levels of management, their role, type of organization and cultural context.

    Situational Leadership® - Building Leaders is appealing and exciting

    Participants readily buy into the Situational Leadership® Model. They quickly see the logic of the model and can easily relate to it. The model leads to ‘a-ha’ experiences and participants gain insight into, and upon reflection find explanations for their past successes and disappointments in attempting to influence. Participants quickly become excited by the model and the practical way in which it can be applied in the work situation. They develop early enthusiasm and realize that they are learning a model that can really make a difference in their leadership effectiveness.

    Situational Leadership® - Building Leaders is durable and reliable

    Participants realize that they are acquiring skills that have a long-lasting quality to it. They come to understand why the model has withstood the test of time and why it will be relevant now and in their future roles and careers. They feel good and confident in learning about, and identifying with, a leadership model which is solid and feasible; that makes sense to all participants in the workshop and which they feel they can rely on ― ‘this will work for me!’ The durability of the leadership skills can be further enhanced by the Sustainment Package – a toolkit that actively involves the participant’s next level manager/supervisor in assisting the development and sustainability of the skills acquired during training.


    By learning situational leadership skills, participants actually acquire a ‘basket’ of interpersonal skills applicable to their work situations. The Situational Leadership® Model and the process of applying it, leads to skill development in the areas of interpersonal communication; motivation of others; coaching; problem solving; accepting responsibility.


    Situational Leadership® ̶ Building Leaders is an enhancer of many management techniques, processes and concepts: The Situational Leadership® model can significantly increase the effectiveness of

    Performance Management
    Project management
    Change management
    Planning and decision making
    Time management
    Stress management
    Staff empowerment programs
    Self development
    Employee engagement initiatives
    Situational Leadership® - Building Leaders increases the value of Managers and Supervisors:.

    Managers and supervisors develop influence skills which enable them to increase the competence and motivation of their staff - - leading others in a way that engages them with their managers, their work the organisation and thus willingly managing themselves. In turn, leaders are released from many day-to-day time-consuming planning, organizing and controlling functions and enabled to increase their own contribution to the organization through the high payoff roles of communication, co-ordination, resource acquisition, process facilitation and longer-term planning.

    Situational Leadership® - Building Leaders makes teamwork more effective:

    Work teams become more effective as a result of clearly defined goals, roles and leader-member relationships. Members at all levels of the organization realize that good ‘followership’ is as important as good leadership. Staff realize that they are both leaders and followers and that Situational Leadership® offers the opportunity to become effective in both roles.

    Situational Leadership® ̶ Building Leaders builds a culture of engagement, mutual support, joint responsibility and self-direction:

    Leader behaviour at all levels of the organization becomes more consistent which increases trust levels. In a Situational Leadership® system, followers realize and understand that the leader behaviour they get from their supervisors is dependent on their own job performance. Because of the relationship between a follower’s performance and a leader’s style, followers realize that they can earn any style of leadership they prefer by demonstrating the level of Performance Readiness® appropriate to that style. Employees at all levels realise that they also have influence in the leader / follower relationship. This type of awareness builds significant feelings of responsibility and accountability and improves morale throughout the organization. Employees at all levels develop a sharp awareness of the fact that performance is a function of the leader/follower relationship, rather than the responsibility of either one of them. This realization greatly improves mutual co-operation and effort.

    These benefits clearly indicate that Situational Leadership® ̶ Building Leaders can significantly contribute to the growth of organizational effectiveness through the development of its leadership.


    Participants will learn how to:
    • Understand Situational Leadership® and how to apply the 4-step Situational Leadership® Model by effectively:
      • Diagnosing task specific Performance Readiness®.
      • Adapting leader behaviour and using an appropriate influencing style
      • Communicating to ensure understanding and get buy-in to what needs to be achieved
      • Advancing performance development and managing performance slippage
    • Apply Situational Leadership® on-the-job and improve their effectiveness in:
      • Increasing job performance and engagement
      • Developing staff potential into productive skills
      • Bringing about effective change at individual level
      • Building a performance oriented work culture
    • Learn about their own leadership styles and receive feedback

    Situational Leadership® ̶ Building Leaders is an interactive two-day training programme for managers, supervisors, team leaders and technical specialists. The multi-media based program is action-focused and compact. Careful application of the latest thinking in instructional design maintains the quality of the learning process and increases the productive use of contact time.

    Situational Leadership® ̶ Building Leaders training meets all the requirements for effective, adult learning. It provides an excellent foundation for the development of a dynamic, responsive, results-orientated management culture.

    In summary, the interactive learning design provides participants with “how to do“ skills – providing them with the means to align their leadership actions with their intentions - ‘walking their talk’ – and facilitates the application of the model in a variety of influence settings at work.

    Situational Leadership®- Building Leaders is accredited through the Services SETA on a NQF Level 4 with 12 credits

    P E Corporate Services is the authorised licenced affiliate for Situational Leadership® training in South Africa.

    Contact Details:

    Email:Telephone:Fax2Email: (0) 11 442 4334+27 (0) 86 519 8956

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    Please note our offices will be closed from 24th December 2018 until 3rd January 2019.