Situational leadership theory (SLT) focuses on the followers. It says that successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, the extent to which followers are willing and able to accomplish a specific task. A leader should choose one of four behaviors depending on follower readiness. If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions.

If they are unable but willing, the leader needs to display a high task orientation to compensate for followers’ lack of ability, and high relationship orientation to get them to accept the leader’s desires. If followers are able but unwilling, the leader needs to use a supportive and participative style. If they are both able and willing, the leader doesn’t need to do much. SLT has intuitive appeal. It acknowledges the importance of followers and builds on the logic that leaders can compensate for followers’ limited ability and motivation.

Yet research efforts to test and support the theory have generally been disappointing. Why? Possible explanations include internal ambiguities and inconsistencies in the model itself, as well as problems with research methodology. Despite its intuitive appeal and wide popularity, any endorsement must be cautious for now.